Introduction to Laboratory Management Flashcards
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Process of forecasting, planning, organizing, commanding, coordinating and controlling (PLOC)
Management by Henry Fayol (20th century)
The social process of planning, coordination,
control and motivation
Management by Edward Francis Leopold Brech (Engineer)
Organizational direction based on sound common sense, pride in the organization and enthusiasm for its works
Management by Tom Peters (1980)
Is the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing and controlling organizational resources
Management
Organization resources include 4 M’s
- Men
- Money
- Machines
- Materials
9 Natures of Management
- Universal
- Social Process
- Goal-Oriented
- Science & Art
- Group Effort
- Intangible
- Required at all Level
- Separate from Ownership
- Purposeful Activity
______ activities to achieve the organization’s objectives
Planning
_______ resources and activities to achieve the organization’s objectives
Organizing
______ the organization with qualified people
Staffing
_______ employees’ activities toward achievement of objectives
Directing / Leading
Process of determining the organization’s objectives and deciding how to accomplish them
Planning
______ the organization’s activities to keep it on course
Controlling
Structuring of resources and activities to accomplish objectives efficiently and effectively
Organizing
Importance of Staffing
- Recruiting
- Determine skills
- Motivate and train
- Compensation levels
Hiring people to carry out the work of the organization
Staffing
Importance of Organizing
- Creates synergy
- Establishes lines of authority
- Improves communication
- Improves competitiveness
Elimination of significant numbers of employees
Downsizing / Rightsizing / Trimming the Fat
Process of evaluating and correcting activities to keep
organization on course
Controlling
Motivating and leading employees to achieve organizational objectives
Directing
5 Activities of Controlling
- Measuring performance
- Comparing performance against standards
- Identifying deviations from standards
- Investigating causes of deviations
- Taking corrective action
Examples of Motivation
- Incentives (raise, promotion)
- Employee involvement (cost reduction, customer service, new products)
- Recognition and appreciation
Takes charge of the management
Manager
Oversees the activities to achieve set goal or purpose
Manager
Characteristics of a Manager
- Self-motivated and self controlled
- Possess well-defined goals
- Allocate resources according to priorities
- Make decisions, act upon them, and accept
responsibility for them - Willing to compromise
- Delegate and to depend on subordinates
Characteristics of a Laboratory Manager
- Able to organize, plan, and communicate for effective
use of resources - Maintain good relationship with others
- Possess emotional maturity
- And the internal resources to cope with frustration,
disappointment, and stress - Be able to appraise oneself and one’s performance
objectively, to admit to being wrong - Expect that one will keep on growing, improve one’s
performance and continue to develop
Manager’s Roles
- Interpersonal
- Informational
- Decisional
Leader
Interpersonal
Figurehead
Interpersonal
Liaison
Interpersonal
Symbolic head; required to perform a number of routine
duties of a legal or social nature
Figurehead
Ceremonies, status requests,
solicitations
Figurehead
Responsible for the motivation and direction of
subordinates
Leader
Virtually all managerial
activities involving subordinates
Leader
Maintains a network of outside contacts who provide favors and information
Liaison
Acknowledgement of mail external board work
Liaison
Monitor
Informational Role
Disseminator
Informational Role
Receives wide variety of information; serves as nerve center of internal and external
information of the organization
Monitor
Spokesperson
Informational Role
Handling all mail and contacts categorized as concerned primarily with receiving information
Monitor
Transmits information received from outsiders or other subordinates to members of the organization
Disseminator
Forwarding mail into organization for information
purposes, verbal contacts
involving information flow
to subordinates such as review sessions
Disseminator
Transmits information to outsider on organizations plans, policies, actions, and results; serves as expert on organization’s industry
Spokesperson
Board meeting; handling contacts involving transmission of information to outsiders
Spokesperson
Entrepreneur
Decisional Role
Disturbance Handler
Decisional Role
Resource Allocator
Decisional Role
Searches organization and its environment for opportunities and initiates projects to bring about change
Entrepreneur
Negotiator
Decisional Role
Strategy and review sessions involving initiation or design of improvement projects
Entrepreneur
Responsible for corrective action when organization faces important, unexpected disturbances
Disturbance Handler
Strategy and review sessions
involving disturbances and crises
Disturbance Handler
Making or approving significant organizational decisions
Resource Allocator
Scheduling; requests for authorization; budgeting, the programming of subordinates work
Resource Allocator
Responsible for representing the organization at major negotiations
Negotiator
Contract negotiation
Negotiator
3 Managerial Skills
- Technical
- Human
- Conceptual
Idea generation
Conceptual
High relational skills, effective communicators
Human
In depth knowledge with operations
Technical
Understanding what is needed to get the job done; understanding the physical operation
Technical Skills
Competent in the specialized area, analytical ability, and the ability to use appropriate tools and techniques
Technical Skills
Hands-on activity with basic product or process knowledge; producing the actual products a company is designed to produce
Technical Skills
An individuals’ ability to cooperate with other members of the organization and work effectively in teams
Human Skills
Interpersonal Relationships
Human Skills
Solving people’s problems
Human Skills
Acceptance of other employees
Human Skills
Ability of an individual to analyze complex situations and to rationally
Conceptual Skills
Analytical Process of Information
Conceptual Skills
Levels of Management
- Top
- Middle
- First-line / Supervisory
Top Management
- President
- Chief Executive Officer
- Chief Financial Officer
- Chief Operations Officer
- Responsible for tactical planning
- Implement general guidelines established by top
management
Middle Management
● Supervise workers (directly)
● Oversee daily operations
● Directing and controlling primary functions
First-line / Supervisory Management
Indicators of Lack of Management of Skills
- Not listening while people are taking
- Micro managing
- Focusing on the task and not the individuals
- Not enforcing standards
- Lack of effective communication of expectations
- Ineffective feedback - positive and negative
- Communicating on a need to know basis only
- Making decisions and then asking for feedback
- Passing the buck
- No sense of humor
