11/23/2010

Chapter I

 The art of getting things done through people

 Process consisting of planning, organizing,

actuating and controlling to determine and
accomplish then objectives by means of people and
resources

 Effective motivation of men and the efficient

utilization of resources for the attainment of a
predetermined objective.

 Science
 Art  A systematic body of knowledge.
 Requires skill and careful study in its application  Gathers and analyze facts and formulate general
 Results in the accomplishment of objectives laws or principles from these facts
through the use of human effort.

1

Planning
Organizing
Directing
Controlling
 Should include several possible alternative courses
of action that may be taken under varying
conditions . The best course of action under the
circumstances will be considered.
 Refers to the way of getting all personnel in an
organization to accomplish what management
desires.
 It is telling what each man should do and making
him like doing it.
 Involves both motivation and communication
11/23/2010
 The mental effort by which executives anticipate
the possible causes or factors that may affect or
change the activities and objectives of a particular
organization
 Controls the nature and direction of change and
determines what measures or actions are necessary
to accomplish predetermined goals
 The grouping together of men and establishing
relationships among them
 Defining the authority and responsibility to the
personnel who are to perform the work in order to
maximize the use of the laboratory’s material
resources in the attainment of a common objectives
 Checking the work accomplished against plans or
standards and making adjustments or corrections to
developments or unforeseen circumstances
 Basis for controlling:
 standard quality
 standard quantity
 standard cost
 standard time
2

Three aspects involved in Controlling
 Planned performance
 A measure of actual performance
 Corrective measures
 Takes charge of the management or oversees the
functioning of an activity to achieve a set of goal or
purpose
 Strength
 Ability to use all resources to get things done properly
 Oversees the activities of others to get them to
accomplish specific tasks or to perform scheduled
efficiently.
11/23/2010
 An individual whose job is to guide the organization
to attain its objectives
 He performs the functions of planning, organizing,
directing and controlling the work of his
subordinates
 Runs an organization within the framework or the
various directives and policies given to him
 Motivation – himself and his worker
 Vision – one capable of seeing over and beyond
the obvious
 Decision-making ability
 Good health – living a balanced life physically,
emotionally and spiritually is the best antidote to
tensions, strains and effort
3
 11/23/2010

 Appearance
 Personality
 Humility – the recognition that we have  manners and poise, adopt diplomatic approach, act with
shortcomings, that we are not self-sufficient, and proper decorum
that we need the help of our subordinates just as  Articulate
much as they need our help  Energy, driven, ambition
 Positive attitude
 Thoughtfulness

 Overall composure
 Aura of leadership
 erect carriage, head held high, agreeable manner, self
confidence
 Bright, informed
 Breadth of interest

 Middle managers
 First line manager  Refers to more than one level in an organization
 Directs the activities of other managers and sometimes
 Lowest level in an organization responsible for
also those of operating employees
the work of others.
 Principal responsibilities are to direct the activities that
 They direct operating employees only they do implement their organization’s policies and to balance
not supervise other managers the demands of their supervisors with the capacities of
 Often called supervisors their subordinates
ex. CMT

4
 11/23/2010

• Interpersonal
• Informational
• Decisional
 Top managers
 Composed of a relatively small group of executives.
 Responsible for the overall management of the
organization.
▪ Establishes operating policies and guides the organization’s
interactions with its environment.
ex. President of the Hospital

 Symbol or a figurehead  Monitors

 Necessary because of the position occupied and consists
of such duties as signing certain documents required by
law and officially receiving visitors
 Serves as a leader
 Hires, trains, encourages, fires, remunerates, judges
 Serves as a liaison between outside contacts
 community, suppliers, others and the organization
 Gathers information in order to be well informed
 Disseminators of information flowing from both
external and internal sources
 Spokespersons or representatives of the
organization.
 Speaks for subordinates to superiors and represent
upper management to subordinates

• Technical skill
 Entrepreneurs • Human skill
• Conceptual skill
 Initiators, innovators, discoverers, and designers of
improvement projects that direct and control change in
the organization.
 Disturbance handler
 React to situations that are unexpected, such as
resignation of subordinates, firing or losses of customers
 Resource allocator
 Negotiators when conflicts arise

5
 11/23/2010

 Ability to use equipments, procedures and  Ability to work with, understand, and motivate
techniques of a specialized field other people, either as individuals or as groups.

 The manager needs enough technical skill to accomplish  Managers need enough human relation skill to work with
the mechanics of the particular job he is responsible for other organization members and to lead their own work
groups

Efficiency
Effectiveness
 The mental ability to coordinate and integrate all of
the organization’s interest and activities

 To recognize how the various factors in a given situation

are interested, so that the action he takes will be in the
best interests of the total organization

 Efficiency
 Doing things right
 Ability to get things done correctly.  Effectiveness
 An input-output concept  The ability to choose appropriate objectives.
▪ an efficient manager is one who achieves output or ▪ An effective manager is one who selects the right things
results that measure up to the inputs (labor, reagents, to get done
supplies, equipment and time)
▪ able to minimize cost of the resources to attain the
goals

6

 Inability to maintain an adequate staff
 Recurring or persistent misunderstanding with the
hospital administration
 Frequent or recurrent confusion concerning
requisitions or reports of laboratory work
 Frequent rush orders for supplies
 Low morale in the laboratory
Chapter II
 Types of Plans
 Long range plans
▪ Goals that must be realized at certain future dates
 Short range plans
▪ Time durations like daily, weekly, monthly and annually
11/23/2010
 Requests for deserved pay raise by competent
workers (when funds are available)
 Excessive cost of operation
 Ignorance of the cost of operation
 Expenditure of much of the manager’s time in
making minor decisions
 Inability to do one or more tests when a key
individual has a day off
 Plan
 Predetermined course of action intended to facilitate
the accomplishment of a task, work or mission
 Planning
 The methodical selection of a series or set of
complimentary actions for the purpose of pursuing an
improved position.
 Deciding in advance what to do, how to do it, when to
do it and who is to do it
 Achievement of the objective of the organization
in the most efficient and economical manner, thus
maximizing profits
 Use of efficient methods and the development of
standards necessary for accurate control.
7
 11/23/2010

 Integration of activities of the different units in the  Late submission of results / reports
organization toward goal-directed actions.  Idle machines
 The reduction of emergency and unexpected  Materials wasted
problems  Some machines doing jobs that should be done by
smaller machines

 Some laboratory personnel overworked, others are
underworked
 Skilled workers doing unskilled work
 Laboratory personnel fumbling on jobs for which
they have not been trained
 Quarreling, bickering, buck-passing and confusion
 Jobs turn out on time
 Good relationship with other departments
 People using their highest skills
 Workers know how their jobs fit into the total
pattern

 Good judgment, imagination, foresight and

 Machines doing their proper jobs experience
 Equipment in good shape  Ability to evaluate laboratory opportunities and
 Materials available hazards
 Waste kept to a minimum  Proficiency in the determination of objectives
 Ability to accept changes

8

 Objectives or Goals
 The end toward which planning, organizing,
staffing, leading and controlling are aimed
 Policies
 General statements or understandings which
guide or channel thinking and action in decision
making.
 Ex: to hire only university-trained technicians, to
encourage employee suggestions for improved
cooperation, to promote from within, to conform
strictly to a high standard of medical ethics, etc.
11/23/2010
 Purpose or Mission
 Health care industry may have a social purpose of
producing and distributing economic goods and
services.
 Strategies
 Denotes a general program of action implying
commitment of emphasis and resources to attain
broad objectives.
 Example: if a medical company has a goal of a
profitable growth at a certain percentage each
year, a strategy might include major policies as to
market directly rather than through distributor or
to concentrate on proprietary products or to have
a full line of products
 Procedures
 Plans that establish a required method of
handling future activities.
 Guides to actions, rather than to thinking,
▪ Detail the exact manner in which a certain activity must
be accomplished
9

 Rule
 Are required actions chosen from among
alternatives.
 It requires that a specific and definite action be
taken or not with respect to a situation
 Ex: no smoking
 Budget
 A statement of expected results expressed in
numerical terms
 It is also referred to as a “numberized program”
 Mission
 Final ultimate goal
 Ex: “the mission of every hospital laboratory is the
constant provision of timely and accurate test
results for the purpose of assisting the physician
in the delivery of good patient care”
11/23/2010
 Programs
 Complex of goals, policies, procedures, tasks
assignment, steps to be taken, resources to be
employed, and other elements necessary to carry
out a given course of action
 They are ordinarily supported by necessary capital
and operating budgets
 Goals
 General and qualitative statements of overall
philosophy of the organization
 Ex. “ a commitment by the hospital laboratories
to be a vital component of excellence, to serve the
community, and to serve as a setting for clinical
teaching”
 Objectives
 Represents the interim goals by which the mission is
most logically and effectively pursued.
 They should be quantifiable statements which are
achievable over a designated period of time
 May be immediate (priorities), intermediate or long
range.
 Because of the constant change in the progress of
organization, objectives require revival and updating
10
 11/23/2010

- Is a process of formulation, performance and

assessment, and as such it provides means of
focus on pertinent factors and issues that
affect the practice of laboratory medicine.
- As a tool of management, it encourages
discussion, interaction and consensus
decision-making among all organizational
levels of the laboratory

 Past experience  Market Potential

 The totality of an organization’s awareness based
upon the prior observations and participations of
its members.
 Careful assessment must be made in order to
determine what is valid from what is not
 Input must represent well-supported conclusions
based on accurately recorded data, such as test
volume, income and expense figures and work
hours.
 The known or estimated expenditures for given services in
a given locale or as projections of these expenditures
contingent upon specific plans and anticipated
developments.
 Critical to any contemplation of expanded services and
must include not only a determination of current sales, but
also how these sales might be profitably increase with
careful strategy.

Competition Strengths Weaknesses Strategy

Physicians’ office Profitability Limited range of Efficient,
laboratories Patient test comprehensive and
 Competition convenience Limited availability convenient out-
Lack of quality patient services
 An analysis of most market areas will usually disclose a control programs Competitive prices
relatively consistent set of competitive forces
Area hospital Must be assessed Must be assessed As above
laboratories individually individually

Commercial Good quality Inconvenient As above

laboratories Wide range of tests Impersonal

State health Good quality Inconvenient As above

departments Small direct costs Impersonal PR program (unfair
Slow results competition)

11
 11/23/2010

 Hospital / Laboratory Relations  Regulatory and Accrediting Forces

 These are difficulties and problems that result between  The laboratory industry has been subjected to a large and
those responsible for providing laboratory services and ever-increasing number of relations and performance
those accountable of administering overall hospital policy. standards

 Medical Trends
 Laboratory Trends  The pattern of test requests is relative value with which
 Defined as a series of events constituting a pattern that the physician perceives the wide range of laboratory
suggests both its origin and probabilities for consultation. services
 Serve as valuable indicators of consensus thinking within  Any assessment of changes in laboratory requests
the industry and, as such, provide an important means by patterns include an assessment of improved disease
which one’s own thinking and practices maybe influenced evaluation and the probabilities of sustained utilization

Strategic and Tactical

 Socio-political Trends
 Events that have been already affected hospital
laboratories include the legalization of unions in non-profit
institution and the legislation of equal job opportunities

12

 Strategic Planning
 Conceptual and deals with the sweeping of what to
do.
 Concerned with the identification of the mission and
of those objectives that will permit its most efficient
pursuit
 It is a function of the upper supervisory personnel with
final authority and responsibility vested in the
laboratory director
 Effective strategic planning requires an insight into
total operational capabilities and a keen awareness of
all opposing forces
Who are Involved
 The blood bank and the critical care laboratory
procedures should be readily accessible to the
emergency room, operating room and ICU.
 The location of blood bank should allow rapid access and
egress of donors and adequate parking donors if the
blood bank is responsible for donor procurement,
phlebotomy and/or apheresis.
11/23/2010
 Tactical Planning
 Implies action and deals with the method(s) for
achieving the goals identified in the strategic
planning process.
 It often requires an operational or technical skill
and is generally a logical responsibility of the
supervisory staff.
 Laboratory director and the entire laboratory staff
 To prevent misunderstanding all recommendations and
changes must be documented in writing.
 Consultants or designers of laboratories
 Architects or architectural firm
 Essential in preparing the various drawing and contractor
for construction.
 Contractor construct facility
 A specimen collection area or phlebotomy area
should be planned in proximity of the ambulatory
care facility and the admitting office.
 If the laboratory is serving an in-patient
population, accessibility to corridors and elevators
providing access to the main patient care unit is
essential.
13

 The specimen receiving, data processing and
reporting center serve as the hub of the laboratory.
Radiating should be the various laboratories.
 The critical care laboratories and large volume
laboratories (such as hematology and chemistry)
might be closely related to the central areas.
11/23/2010
 Those laboratories with greater turn-around-time
(TAT) and or less volume, as well as those requiring
special safety features ( such as clinical
microbiology and radio assay and radio-assay
laboratories) might be removed from the central
area.
 Intralaboratory traffic flow must be separated from
the outside.
 Provisions should be made for ambulatory patients and
blood bank donors coming into the laboratory.
14