B - Lesson 5 Controlling Flashcards
is a process of monitoring performance and taking action to ensure desired results
Controlling
It sees to it that the right things happen, in the right ways, and at the right time
Controlling
It helps policies maintain compliance with essential organizational rules and
Controlling
The Control Process
Establish objectives and standards.
Measure actual performance.
Compare results with objectives and standards.
Take necessary action.
Types of Control
Input stage
Conversion stage
Output stage
Used to anticipate problems before they arise so that problems do not occur later during the conversion process
Feedforward Controls
Giving stringent product specifications to suppliers in advance
Feedforward Controls
IT can be used to keep in contact with suppliers and to monitor their progress
Feedforward Controls
Give managers immediate feedback on how efficiently inputs are being transformed into outputs
Concurrent Controls
Allows managers to correct problems as they arise
Concurrent Controls
Used to provide information at the output stage about customers’ reactions to goods and services so that corrective action can be taken if necessary
Feedback Controls
Steps in controlling
Control Process Steps
The Control Process
1. Establish standards of performance, goals, or targets against which performance is to be evaluated.
2. Measure actual performance
3. Compare actual performance against chosen standards of performance
4. Evaluate result and initiate corrective action if the standard is not being achieved
Managers at each organizational level need to set their own standards.
- Establish standards of performance, goals, or targets against which performance is to be evaluated.
Managers can measure outputs resulting from worker behavior or they can measure the behavior themselves.
- Measure actual performance
The more non-routine the task, the harder it is to measure behavior or outputs
- Measure actual performance
Managers evaluate whether – and to what extent – performance deviates from the standards of performance chosen in step 1
- Compare actual performance against chosen standards of performance
If managers decide that the level of performance is unacceptable, they must try to change the way work activities are performed to solve the problem
- Evaluate result and initiate corrective action if the standard is not being achieved
There are two types of standards:
• Output Standards
• Input Standards
- measures performance results in terms of quantity, quality, cost, or time.
Output Standards
- measures work efforts that go into a performance task.
Input Standards
Performance Measurement:
Theories of Incentives and Behavior
Measurement of performance
- Expectancy theory (from applied psychology)
- Agency theory (from financial economics)
(from applied psychology)
- Expectancy theory
(from financial economics)
- Agency theory
People are motivated to act in ways that they expect to provide them with desired rewards and to prevent the penalties they wish to avoid.
- Expectancy theory
- Expectancy theory
So incentive plans must:
Provide the proper rewards and penalties
Make it likely that the desired behaviors will lead to those rewards or penalties
An employee contracts with an employer to perform certain work, and the employer wants to be sure that the work is duly and well performed.
- Agency theory
- Agency theory
So incentive plans must:
Motivate the employee to work
Align the employee’s goals with the employer’s
Uses of Performance Measurement
1) Monitoring
2) Decision Making
3) Attention Focus
4) Legitimization
5) Compensation
6) Translating and implementing strategy
– income is not guaranteed but dependent on performance
Compensation
Control mechanisms of laboratories
Licensing
Policy and procedural manual
CLASSIFICATION OF LABORATORIES
➢ RA 4688 (Clin. Lab Act of 1966)
➢ AO No. 27 2. 2007- Revised Rules & Regulations Governing the Licensure & Regulation of Clinical Laboratories in the Philippines
(Clin. Lab Act of 1966)
➢ RA 4688
- Revised Rules & Regulations Governing the Licensure & Regulation of Clinical Laboratories in the Philippines
➢ AO No. 27 2. 2007
I – GENERAL CLINICAL LABORATORY
A. According to OWNERSHIP
B. According to FUNCTION
B. According to Institutional Character
C. According to Service capability
A. According to OWNERSHIP
- Government
- Private
B. According to FUNCTION
- Clinical Pathology
- Anatomic Pathology
B. According to Institutional Character
- Institution-based
- Freestanding
C. According to Service capability
- Primary
- Secondary
- Tertiary
: operated partially or wholly by the nationa l,local
- Government
: by an individual, corp, association or org.
- Private
: clinical sections + Therapeutic Drug Monitoring other similar disciplines
- Clinical Pathology
: Cytology, Surgical Biopsy, Autopsy, Forensic & Molecular Patho, Immunohistopath
- Anatomic Pathology
: Routine Hema (CBC); Quali Plt ct; RF; RU + Bld typing (hospital based)
- Primary
: all of the above + Routine CC, Quanti Plt ct. + Xmatching; Gram Stain; KOH (hospital based)
- Secondary
: FBS, BUN, BUA, Crea, T. Chole
Routine CC
: (+) Sp. CC; Sp. Hema (w/ coagl’n); Immunology/Serology; microbiology- culture & sensi.
- Tertiary
(non-hospital based)
aerobic OR anaerobic
(hospital based)
aerobic AND anaerobic
NB: A licensed Clin. Lab. Shall be permitted to offer lab. services other than the respective other than the respective stipulated minimum services, provided that, (A) they comply with the requirements (Staff, Equipment, Reagents & Supplies) for such additional services, and (B) that such additional services are listed under its LTO.
II. WORKFLOW and LABORATORY DESIGN
➢ The planning and designing of the physical and structural relationship of work and the workplace
➢ Physical Facilities & work environment CL shall conform to the required space and construction, renovation
➢ Where the lab is located
➢ How it receives and processes its specimens
➢ Spatial relationship of each section
➢ Physical layout and arrangement of work areas and instruments
COMPONENTS of the Physical and Structural workflow and Design
- Interface with customers, patients, and other users
- Internal processes- how the work is done within the lab itself
Interface with Customers, Patients and Users
Laboratory Interaction:
➢ The intake or requisition of specimens and requests for services
➢ The return of information and results
Internal Work Processes of the Laboratory
- Flexibility and Modulation
- Functional and Spatial Design = (OPTIMAL PRODUCTIVITY)
- Functional and Spatial Design
- Space allocation- enough for all the activities
- allows the laboratory to readily adapt to changing space needs
➢ Flexibility (in design)
– enables the laboratory to achieve flexibility
➢ Modulation (in the structural component)
➢ Floor space, cabinets, electricity, plumbing, ventilation, movability of walls
Flexibility and Modulation
➢ The space should enhance the work being performed and adapt to the needs of the people
Functional and Spatial Design
➢ Traffic generated by laboratory activities
Functional and Spatial Design
➢ Ergonomic planning of workstations and cabinetry
Space allocation
➢ Placement of utilities- plumbing ventilation, computers
Space allocation
➢ Traffic flow (personnel, equipment and patients)
Space allocation
➢ Storage areas – sufficiency and convenience
Space allocation
➢ Safety equipment and Design – ventillation, showers, egress, containment and disposal of hazardous wastes, changing area
Space allocation
➢ Staff facilities – lavatories, locker rooms, eating areas
Space allocation
Equipment Requirement
(AO 27 s. 2007)
➢ There shall be available and operational equipment to provide the laboratory examinations that the laboratory is licensed for
➢ There shall be a calibration, preventive maintenance and repair program for the equipment
➢ There shall be a contingency plan in case of equipment breakdown
Primary Laboratory
✓ Burner ✓ Centrifuge ✓ Hemocytometer ✓ Hemoglobinometer ✓ Hematocrit centrifuge ✓ Microscope W/ OIO ✓ Urinometer ✓ Differential Counter
Secondary Laboratory
✓ All in primary laboratory ✓ Refrigerator ✓ Serofuge ✓ Photometer ✓ Water bath ✓ Timer
Tertiary Laboratory
✓ All in 1O & 2O lab. ✓ Blood counter ✓ Incubator ✓ Biosafety cabinet ✓ Balance ✓ Rotator ✓ Autoclave ✓ Drying oven ✓ Microtome ✓ Paraffin oven ✓ Flotation bath
➢ Systematic process of overseeing & controlling the acquisition & utilization of supplies to ensure both availability and cost-effectiveness.
MATERIAL MANAGEMENT
➢ Supplies arrive in a timely manner
MATERIAL MANAGEMENT
➢ Spoilage is reduced to a minimum
MATERIAL MANAGEMENT
➢ Back orders and delays are avoided
MATERIAL MANAGEMENT
➢ Storage is used to the best advantage
MATERIAL MANAGEMENT
➢ Economical & Advantageous price may be availed
MATERIAL MANAGEMENT
– a commitment by the laboratory to purchase a product
Purchase order
– a contract in which the vendor agree to deliver goods at a predetermined price and on an established schedule
Standing order
✓ Timely delivery
✓ Bulk discount
PURCHASING
➢ Review supplies used and to develop a standard for selection
PRODUCT STANDARDIZATION COMMITTEE
➢ To ensure that the best product is obtained & to avoid expensive duplication of products.
PRODUCT STANDARDIZATION COMMITTEE
➢ Continued process of checking stock levels
INVENTORY MANAGEMENT
➢ Use of inventory system & stock record cards
INVENTORY MANAGEMENT
➢ Computerized inventory
INVENTORY MANAGEMENT
Computerized inventory
✓ Perpetual System ✓ Periodic System ✓ Random check
: set a minimum for re-order and a maximum to be maintained
✓ Max-Min
- commitment by the supplier to guarantee delivery of an item at the exact moment of need
✓ Just in time (Japanese model)
STOCK REPLENISHMENT
✓ Max-Min
✓ Just in time (Japanese model)
Factors Affecting limits
- Delivery time for each item
- Available storage space
- Shelf life of the item
- Anticipated rate of usage
Anticipated rate of usage
✓ Annual usage
✓ Average daily usage
➢ The clinical laboratory shall have written policies and procedures for the provision of laboratory services and for the operation and maintenance of the laboratory.
SPECIAL CLINICAL LABORATORY LABORATORY OPERATIONS
➢ There shall be documented technical procedures for services in each section of the laboratory, which will ensure the quality of laboratory results.
SPECIAL CLINICAL LABORATORY LABORATORY OPERATIONS
: A statement or memo that outlines the institution’s position on an administrative or operational issue
Policy
: A manual that contains policies that apply to the general and overall operations of the laboratory
Policy Manuals
: an instructional document that provides explanations and step-by- step directions on how to perform a task, test or process.
Procedure
: A manual containing procedures that apply to specific work tasks and duties
Procedure Manuals
✓ Effective communication among all laboratory personnel
Procedure Manuals
✓ Remove any ambiguities
Procedure Manuals
✓ Allow uniform and consistent application of all laboratory policies and procedures
Procedure Manuals
: detailed instruction for patients and for the staff.
Specimen Collection Manuals
: designed for users of the laboratory, covers policies & procedures concerning operational factors.
Laboratory Service Manuals
: contains step-by-step instructions for operating instruments and performing individual tests.
Technical Manuals
: Handling dangerous substances & biological samples
Safety Manual
: ensure quality laboratory services
Quality Management Manual
consists of verifying whether everything occurs in confirmities with the plans adopted, instructions issued and principles established.
Controlling
ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals.
Controlling
measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking corrective actions
Controlling
Following are the characteristics of controlling function of management-
- A function which comes once the performances are made in confirmities with plans.
- Controlling is an end function
- which means it is performed by managers at all levels and in all type of concerns.
- Controlling is a pervasive function
- because effective control is not possible without past being controlled. Controlling always look to future so that follow-up can be made whenever required.
- Controlling is forward looking
- since controlling requires taking reviewal methods, changes have to be made wherever possible.
- Controlling is a dynamic process
- Planning and Controlling are two inseperable functions of management. Without planning, controlling is a meaningless exercise and without controlling, planning is useless. Planning presupposes controlling and controlling succeeds planning.
- Controlling is related with planning
