Introduction Flashcards
collection, processing & analysis of biological specimens
Medical laboratory science
- performance of lab procedures, including instrument maintenance & relating lab findings to common diseases & conditions
- EVALUATE results, integrate lab data, conduct research to develop new test methods
biological specimens
- urine
- blood
- stool
- other body fluids
provides laboratory results
Medical laboratory services
- must be accurate, reliable, timely
- essential to all aspects of healthcare & assist physicians
- vital healthcare “detectives”
- uncover & provide lab info that aid doctors in patient diagnosis & treatment, as well as in disease monitoring & prevention
inclusion of medical laboratory services
- clinical chemistry
- hematology
- immunology/serology
- microbiology
- histopathology
- immunohematology
- molecular biology
*CHIM HIM
working with & through people to accomplish a common vision, mission & goals
Management
- ensures quality lab services efficiently & effectively
- utilizes organization resources efficiently
organization resources
- personnel
- equipment
- money
- time
- space
conditions that must be met in order for a management to succeed
a. Mission or goal
- the organization or subunit are expected to accomplish
b. Leaders of authority
- direct the team toward the goal
c. Resources
d. Assigned responsibilities
- for achieving the goals
e. Accountability
- for using the established resources from both the admin & employees
VMGs
Vision, Mission, Goals
- very important statements that define an organization/institution
vision
- statement that looks to the FUTURE
- what the organization hopes to become
- tells what the institution wants to accomplish
mission
- states the REASONS for an organization’s EXISTENCE
- general statement of how to achieve the vision
- captures an organization’s IDENTITY
- “who are we as an institution?”
- captures the key elements of the organization’s PAST & PRESENT
basic characteristic of a good mission statement
- emotionally appealing
- ethical in nature
goals
- clear & tangible aims to achieve the MISSION OR VISION
- statements of WHAT NEEDS TO BE ACCOMPLISHED to implement the strategy
roles of a manager
- person
- servant
- representative
skills of a manager
- organizational
- people
- financial management
- technical
the key person in the management team
Manager
- plays important roles
- must possess appropriate skills to perform their duty well
the manager as a person is..
a. president
b. laboratory manager
c. administrator
d. operations manager
e. director
f. CEO
responsible for & to other people with similar fears, dreams, aspirations, expectations
(Laboratory) Manager
- takes charge of the management
- OVERSEES the functioning of the authority to achieve a set of goals or purposes
- a LEADER to an organization or a company
T/F:
there are people who are born to be managers
FALSE
- they are MADE not born
- experience & continuous learning & development is important
runs an organization within the framework of various directives & policies given
Administrator
- the TECHNICIAN
- knows how to make the organization more effectively achieve its purpose
- NOT THE ONE WHO ESTABLISHES THE LARGER GOALS
- follows the given goals, directives, policies
the top administrator or manager of an organization
CEO
- “Chief Exec. Officer”
- usu. report to the Board of Directors directly
handles the affairs of an organization by establishing goals & priorities that determine the direction the organization will take
Director
- primary role is broad POLICY MAKING
- might not directly supervise technically
oversees the activities of other employees
Supervisor
- helps the employees accomplish specific tasks to perform scheduled activities efficiently
3 categories of resources entrusted to a manager
a. financial
- capital, budget
b. physical
- space, equipment, supplies
c. human
- technical, support staff
T/F:
the manager, as a servant, provides the means for the staff to meet the needs of their patient & customers
TRUE
the manager as a representative
- the face of the company/institution
- representative of the owner
- member of the BOD (or those that supervise them)
- responsible for SUPPLYING their needs & presenting their concerns to the owner
Morse:
Manager as a servant is to supply needs; manager as a representative is to provide needs
BOTH FALSE
- manager as a SERVANT = PROVIDE
- manager as a REPRESENTATIVE = SUPPLY
the management team in the laboratory
- lab director
- lab manager
- lab supervisor
- bench-level supervisor
also called the laboratory administrator
Lab director
- Technical skills = ↓
- Conceptual skills = ↑
- serves the ultimate responsibility in achieving goals
- looks for CAPITAL INVESTMENTS, LONG-TERM PLANNING, INNOVATING RESPONSE TO CHANGE
the chief medical technologist
Lab Manager
- Technical skills = ↑
- Conceptual skills = ↑
- CREATE & MAINTAIN SUITABLE ENVIRONMENT for lab personnel to function efficiently
- PLAN, ORGANIZE, DIRECT, CONTROL JOBS
focuses on people & the operational delivery of lab services
Lab Supervisor
- Technical skills = ↑
- Conceptual skills = ↑
- PLAN, ORGANIZE, DIRECT CONTROL JOBS
the section heads
Bench-level Supervisor
- Technical skills = ↑
- instrument repair
- troubleshooting
- new procedure selection & development
- ASSESS & TRAIN junior lab personnel
- ENSURES PERFORMANCE OF LAB TESTS in specific areas
T/F:
managers must possess the appropriate skills to be effective in their jobs
TRUE
the skill/ability to conceptualize & apply the management process
Organizational skills
- SYSTEMATIZE WORKFLOW
- makes decisions & communicates with co-workers
- development of LONG- & SHORT-RANGE PLANS for the benefit of the institution
the skill/ability to understand the basic theories of human needs
People skills
- MOTIVATES others to accomplish common goals
- understands that for the employees to be effective, their needs should be met
- ensure COMPETENCIES OF TECHNICAL STAFF by continuing education & training; availability of the support staff
the skill/ability to use the monetary assets of the company & its accounting mechanism effectively
Financial management skills
- BUDGET in operations & capital
- make an INVESTMENT SCHEME if applicable
- look into investment for expansion
Organizational skills + People skills + Financial management skills = ?
Technical skills
- management of physical resources
- well-versed in operational parameters that is unique to each lab or organization
*operational parameters = products/services
management theories
a. scientific management
b. bureaucracy management
c. organizational behavior management
- “behavioral science”
d. system analysis management
theories that apply a systematic or scientific approach to the study of organizations
Scientific management theories
- cause & effect
a. Henri Fayol
- management; planning
b. Frederick Taylor
- scientific management
c. the Gilbreths (Frank & Lillian)
- methods analysis; regulation & consistency
d. Mary Parker Follett
- modern management
e. Lyndall Urwick
- principle of objective
introduced the concept of management
Henri Fayol
- “management should be an ORDERLY PROCESS OF TASKS & DUTIES”
- PLANNING: the most important
the father of scientific management
Frederick Taylor
- broke down each task into SEGMENTS that could be analyzed for ways to IMPROVE EFFICIENCY
developed methods analysis, such as performance standards
The Gilbreths: Frank & Lillian
- perfected F. Taylor’s study method
- valued EFFICIENCY by IDENTIFYING & REPLICATING ONE BES WAY to complete the task
- believed in REGULATION & CONSISTENCY in the workplace
the mother of modern management
Mary Parker Follett
- “management was the ART OF GETTING THINGS DONE THROUGH PEOPLE”
- management: essentially COORDINATION
believed in the principle of objective
Lyndall Urwick
- introduced the role of the MANAGEMENT CONSULTANT
- attempted to classify & codify the work done on management theories
theories that examine the organizational aspects of companies & their workflow
Bureaucracy management theories
- explain how an institution functions & how to improve their structural process or performance
a. Scalar Principle
- chain of command
b. Scalar Prinicple
- Adam Smith
“there should be clear definition of authority in the organization”
Scalar Principle
- there should be a CHAIN OF COMMAND
- each person = only 1 boss
“division of labor is an economic concept”
Specialization
- by Adam Smith
- dividing the production process into different stages enables workers to focus on specific tasks
theories that look at the performance & interaction of people within the organization
Organizational behavior management theories
- “behavioral science”
- uses concepts from psychology & sociology
a. Elton Mayo
- relational factors of worker satisfaction
b. Douglas McGregor
- theories X & Y; the basic nature of man
c. Rensis Likert
- relationship of managers & subordinates
T/F:
according to Elton Mayo’s theory, employees are more motivated by monetary rewards or their environment
FALSE
- “employees are far more motivated by RELATIONAL FACTORS than by money or environment”
- the satisfaction of the worker depends on the co-worker
relational factors vs. environmental factors
a. relational
- attention, camaraderie
b. environmental
- lighting, humidity, infrastructure
he developed assumptions about the basic nature of man
Douglas McGregor
- followed E. Mayo’s findings
- proposed 2 styles of management: Theories X & Y
authoritarian style of management
Theory X
- employees dislike their work & have a little motivation
- manager is very hands on
- manager is usu. involved in micromanaging people’s work to get it done properly
participative approach of management
Theory Y
- employees take pride in their work & see it as a challenge
- managers trust employees to take ownership of their work
- managers allow the employees to do work effectively by themselves
he developed four management systems to describe the relationship of managers & subordinates
Rensis Likert
- encourages managers to be supportive in their relationship
- management systems:
- exploitative-authoritative
- benevolent-authoritative
- consultative
- participative
leaders have no concern for people & use threats or fear-based methods
Exploitative-authoritative system
- methods used result to excellent performance upon entering the organization
- negative feelings follow (as time goes by)
leaders motivate employees through potential punishment & reward
Benevolent-authoritative system
- there is less control over employees
- subordinates tend to be competitive resulting to conflict
leaders allow subordinates to gain motivation through rewards, occasional punishment, & little involvement in making decisions, setting goals for the company
Consultative system
- communication flows both downward & upward, allowing more cooperation
- upper-level managers make company decisions with considerations from the input of the subordinates
there is open communication between managers & employees
Participative system
- promotes genuine participation in decision making & goal setting
- all employees equally share information
- creates identification with the organization & higher work satisfaction
management theory that relies heavily on math models, scientific methodology, & computer simulation
System analysis management theory
- analytical view of an organization
- “organization: a complete, self-sustained unit that interacts within itself & with its environment in a continuous process of interchange & renewal”
- investigates management problems & recommend solution
according to this person, there are 5 basic operations in the work of a manager
Peter Drucker
- Austrian-American management consultant
- 5 basic operations include:
- setting objectives
- organizing
- motivating, communicating
- establishing standards or measurement of performance
- developing people, including (the managers) themselves
the management process cycle
- Planning
- Organizing
- Directing
- Controlling
*management process = the management PODCast
the thinking & analyzing phase of the management process
Planning
- result in a formal strategy or for realizing the goals of an institution
- has 7 steps
the seven steps of planning
- Identify goals
- unique with the company - Evaluate the current situation
- collect info
- compare with where the enterprise wishes to be in
- do a market study - Establish a time frame
- Set objectives
- Specific, Measurable, Attainable (Achievable), Realistic, Time-bound - Forecast resource needs
- for budgeting - Implement the plan
- 2 basic avenues for implementing a plan: tools of persuasion, tools of control - Obtain feedback
- provide a feedback mechanism
goals vs. objectives
a. Goals
- broad, long-term ambitions
b. Objectives
- specific, short-term standards
- clearly defined & understood
- obtainable
- SMART
tools of persuasion vs. tools of control
a. tools of persuasion
- focused on working with & through people
b. tools of control
- involves allocation of resources
- - financial: selecting proper equipment, supplies, number of employees through the budgeting process
- - staffing & scheduling or job assignments to the worker
feedback mechanisms to obtain information & corrections
a. formal meetings
- managers & co-workers
- to assess current status & make necessary adjustments
b. monitored standards of performance (ratings)
- to measure progress
c. informal meetings
- conversations with staff & customers
- can reveal problems & recommendations
d. analysis of the nature & types of problems encountered
- analytical or statistical tools
a phase in the management cycle where necessary resources & people are assembled for implementing a plan of action
Organizing
- has 2 dimensions:
- FORMAL hierarchy of work groups, job assignments, lines of authority
- network of INFORMAL RELATIONSHIPS, social groupings, networking
the most visible of all management functions
Directing
- “human factor stage”
- LEADERSHIP & MANAGERIAL SKILLS come to the forefront
- ensure a smooth-running facility
completes the management function; comparing what has actually been accomplished with the original master plan
Controlling
- monitoring the standards, measurements, feedback mechanisms set in place to ensure implementation
- comparison is done to identify its success or needed modifications
2 parts in giving instructions according to Peter Drucker
- be sure that instructions are CLEARLY UNDERSTOOD
- check to ENSURE THAT INSTRUCTIONS HAVE BEEN FOLLOWED
* giving instructions = the major step in controlling (or one of the major steps)
a program that embodies all concepts of the management process (PODC)
MBO
- “management by objectives”
- introduced by Peter Drucker (1960s)
- managing an organization by setting & monitoring performance objectives
T/F:
MBO provides a mechanism to bring all the concepts of the management process into everyday practice
TRUE
steps in setting objectives using MBO
- Follow plans & goals
- should be well thought out - Be a collaborative agreement
- between supervisor & employee
- provide for accountability & ownership of the objective (by the employee) - Be person-specific
- Be within the power of the individual to accomplish
- objectives should realistic & obtainable
- objectives should also encourage employees to reach toward their potential - Be measurable
- Provide feedback & info to responsible employees
- so they know their progress & can make timely, independent adjustments
T/F:
management plays a vital role in medical lab science
TRUE
