LABORATORY MANAGEMENT Flashcards
Requires leaders to provide directions and managers to get things done.
Effective Laboratory Management
Two stages where most laboratory errors occurs.
Preanalytical and Postanalytical Stage
Two quality management tools that can be used to reduce laboratory errors and increase productivity,
Six Sigma and Lean Six Sigma
The law that regulates laboratory activities.
Clinical Laboratory Improvement Amendment of 1988
Two essential roles within organizations that contribute to overall success and growth.
Leadership and Management
Can be defined as the ability to inspire, influence, and guide others towards achieving a common vision or goal.
Leadership
It involves setting a clear direction, providing motivation, and fostering innovation and creativity.
Leadership
It is not limited to a formal position and can be exhibited at any level within an organization.
Leadership
Often visionary, proactive, and focus on long-term strategies.
Leaders
They empower and inspire their members, promote collaboration, and create a positive work environment.
Leaders
Provides high support but low direction in accomplishing duties.
Supportive Leader
Presents rules, orders, or other defined instructions, but limited rules.
Directive Leader
Provides low support and low direction, allowing competent (generally, more experienced) staff to assume accountability and responsibility to complete goals.
Delegating Leader
Provides high support and high direction by guiding individuals to make real-time decisions with appropriate support and corrective actions as needed.
Coaching Leader
It is the process of planning, organizing, and controlling resources to achieve specific objectives and targets.
Management
Typically hold formal positions and are responsible for ensuring efficient operations and the execution of tasks.
Managers
They focus on creating detailed plans, assigning tasks, coordinating activities, and monitoring progress.
Managers
Often follow established procedures and rules to achieve goals within set timelines.
Managers
Their role is to maintain stability, oversee day-to-day operations, and provide guidance and support to their team members.
Managers
More concerned about completing the day’s work.
o Supervisors
o Team leaders
o Chief technologists
First-Line Managers
Straddle both areas to some degree by engaging in a variety of activities that may be strategic as well as tactical.
o Operations manager
o Division heads
Middle Managers
Concrete on strategizing and planning for the next one to five years.
o Laboratory directors
o Board of directors
o Various C-suite [top-level] executives
Top-Level Managers
Leaders and Managers share some common traits, their distinct difference lies in their ___ and ____.
Focus and Approach
Emphasizes inspiring and influencing people to achieve a shared vision.
Leadership
More about guiding and empowering individuals.
Leadership
Often associated with a long-term perspective, fostering innovation and collaboration.
Leadership
About people, vision, and inspiration.
Leadership
Focuses on organizing resources and ensuring tasks are completed efficiently.
Management
Concerned with directing and controlling activities.
Management
Associated with short-term planning and achieving specific objectives.
Management
About process, tasks, and control.
Management
LEADER VS MANAGER TRAITS:
Administrator
Leader
LEADER VS MANAGER TRAITS:
Organizer and Developer
Leader
LEADER VS MANAGER TRAITS:
Risk Taker
Leader
LEADER VS MANAGER TRAITS:
Inspiration
Leader
LEADER VS MANAGER TRAITS:
Thinks long term
Leader
LEADER VS MANAGER TRAITS:
Asks what and why
Leader
LEADER VS MANAGER TRAITS:
Challenges status quo
Leader
LEADER VS MANAGER TRAITS:
Does the right thing
Leader
LEADER VS MANAGER TRAITS:
Implementer
Manager
LEADER VS MANAGER TRAITS:
Maintains control
Manager
LEADER VS MANAGER TRAITS:
Things short term
Manager
LEADER VS MANAGER TRAITS:
Asks how and when
Manager
LEADER VS MANAGER TRAITS:
Watches bottom line
Manager
LEADER VS MANAGER TRAITS:
Accepts status quo
Manager
LEADER VS MANAGER TRAITS:
Is a good soldier
Manager
LEADER VS MANAGER TRAITS:
Does things right
Manager
Plays a central role in health care.
Laboratory
Plays a leading role in education, research, information technology design and implementation, and quality improvement.
Laboratory
Impact on up to 70% of medical decisions.
Laboratory Results
Remains as a vital tool in the practice of diagnostic medicine.
Clinical Laboratory
The process by which high-level decisions are made.
o Deciding on the objectives of the organization and the need to modify existing objectives if appropriate.
o Allocating resources to attain these objectives
o Establishing policies that govern the acquisition, use, and disposition of these resources
Strategic Planning
Usually based on long-term projections and a global view that can have an impact on all levels of a laboratory’s operations.
Strategic Planning
Planning that consists of the detailed day-to-day operations needed to meet the immediate needs of the laboratory and works toward meeting the long-term strategic goals that have been set.
Tactical Planning
Kind of decisions that may burden a laboratory with unnecessary costs, unused equipment, and/or overstaffing, making it that much harder to change course in response to future market forces or new organizational strategies.
Wrong Decisions
Planning that requires appropriate data collection by observing current and projected conditions in the following areas:
o Social
o Technological
o Economic
o Environmental
o Political
Successful Strategic Planning
Generally, not the work of a single individual but rather involves a diverse and dedicated committee.
Effective Data Collection
An essential factor that each member of the committee must embrace and agree to in the early stages of the strategic planning process.
Commitment
SWOT ANALYSIS:
Use current technology/instrumentation
Strengths
SWOT ANALYSIS:
Have excess technical capacity
Strengths
SWOT ANALYSIS:
Increased test volume will decrease cost per test
Strengths
SWOT ANALYSIS:
Strong leadership support
Strengths
SWOT ANALYSIS:
Financial resources available
Strengths
SWOT ANALYSIS:
Staffing shortage
Weaknesses
SWOT ANALYSIS:
Morale issues
Weaknesses
SWOT ANALYSIS:
Inadequate courier system
Weaknesses
SWOT ANALYSIS:
Need to hire additional pathologist
Weaknesses
SWOT ANALYSIS:
Limited experience in providing multihospital/client LIS services
Weaknesses
SWOT ANALYSIS:
Turnaround times are marginal
Weaknesses
QUALITY SYSTEMS MANAGEMENT:
o Inaccurate patient identification
o Ordering the wrong test
o Improper specimen collection, transportation, and receipt
Preanalytical Errors
QUALITY SYSTEMS MANAGEMENT:
o Inappropriate samples (incorrect blood tubes for particular analyses)
o Calibration errors
o Instrument malfunctions
o Presence of interfering substances
o Failure to verify results
Analytical Errors
QUALITY SYSTEMS MANAGEMENT:
o Reports being sent to the wrong health care provider
o Long turnaround times
o Missing reports
o Improper interpretation of test results by healthcare providers
Postanalytical Errors
This management have been the standard approaches to quality leadership and management.
Total Quality Management (With Continuous Quality Improvement)
A systems approach that focuses on teams, processes, statistics, and the delivery of services/products that meet or exceed customer expectations.
Total Quality Management
Strives to continually look for ways to reduce errors (“defect prevention”) by empowering employees to assist in problem solving and getting them to understand their integral role within the greater system (“universal responsibility”)
Total Quality Management
An element of TQM that strived to continually improve practices and not just meet established quality standards.
Continuous Quality Improvement (CQI)
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Acceptable quality
Traditional Thinking
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Department focused
Traditional Thinking
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Quality as expense
Traditional Thinking
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Defects by workers
Traditional Thinking
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Management-controlled worker
Traditional Thinking
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Status quo
Traditional Thinking
