LESSON 1: INTRODUCTION TO LAB MANAGEMENT Flashcards
True or False. Achieving 99% level of quality means accepting a 1% error rate.
True.
What kind pf laboratory results are essential to all aspects of healthcare
ACCURATE
RELIABLE
TIMELY
What are the common errors during Pre-analytical phase
Patient identification
Specimen collection and handling
Environmental factors
What are the common errors during Analytical phase?
Pipetting
Testing errors
Machine errors
What are the common errors during Post-analytical phase?
TYPOGRAPHICAL ERRORS
This performs chemical and microscopic examinations of various body fluids like blood and tissues
CLINICAL LABORATORY
Clinical lab according to size.
Primary
Secondary
Tertiary
Type of clinical laboratory having 100-300 beds and can perform all routine test including more complicated procedures
Secondary hospital
Type of hospital which can handle large volumes of work and perform complex tests
Tertiary hospital
Laboratory according to function
Clinical and Anatomic
This includes all sections in the lab; hematology, clinical chemistry, etc.
Clinical laboratory
Laboratory that includes surgical pathology, histopathology, etc.
Anatomic laboratory
Clinical Laboratories according to Institutional Character
Institution/Hospital based
Free standing
What are the services offered in Primary Service Capability?
Routine Hematology
Routine Urinalysis
Routine Fecalysis
Blood Typing
What are the services offered in Secondary Service Capability?
Primary services
Routine Clinical Chemistry
Cross-matching
What services are offered in Tertiary Service Capability
Secondary service capabilities Special Chemistry Special Hematology Immunology and Serology Microbiology and histopathology
Coordinated activities to direct and control an organization with regard to quality
Quality Management System
Pre-examination
SAMPLE TRANSPORT
SAMPLE RECEIPT AND ACCESSIONING
Examination
QUALITY CONTROL TESTING
Post Examination
RECORD KEEPING
REPORTING
Personnel Qualification
HUMAN RESOURCES JOB QULAIFICATIONS JOB DESCRIPTIONS ORIENTATION TRAINING COMPETENCY ASSESSMENT PROFESSIONAL DEVELOPMENT CONTINUING EDUCATION
WAYS TO LEAD
STRATEGIC - HUMAN = EXPERTISE = UNBOX - CHANGE APPROACH
GREAT MANT THEORY
LEADER BORN NOT MADE
CHARISMA
CHARISMATIC
QUALITIES
HAVING CERTAIN TRAITS COULD BECOME SUCCESSFUL LEADERS
TRAIT THEORY
TRAITS OF SUCCESSFUL LEADERS AS PER TRAIT THEORY
PHYSICAL
INTELLIGENCE
EMOTIONAL STABILITY
HUMAN RELATIONS
EMPATHY
SHOWN BY PERSON ACT MORE THAN BY TRAIT
WHAT LEADERS SHOULD DO THAN WHAT LEADERS ARE
BEHAVIORAL THEORY
PROVIDE SPLUTIONS TO PROBLEMS FACED BY GROUPS
TASK RELATED FUNCTIONS
ACTIONS OF MEDIATING DISPUTES AND ENSURING INDIVIDUALS FEEL VALUED
GROUP MAINTENACE FUNCTIONS
LEADERSHIP IS EXERCISED SUCH AS LEADERSHIP BEHAVIOR AND SITUATIONAL FACTOR
SITUATIONAL THEORY
PUNISHING
TRANSACTIONAL STYLE OF LEADERSHIP
FOCUSES ON THE JOB DONE
TASK ORIENTED
INSPIRES TEAM
TRANSFORMATIONAL
FOCUSES ON ORGANIZING SUPPLEMENT AND DEVELOPED PEOPLE
RELATION/PEOPLE ORIENTED
MEETING NEEDS OF THE TEAM
SERVANT
MANAGEMENT IS ART OF GETTING THINGS DONE THROUGH PEOPLE
MARY PARKER FOLLET
MANAGEMENT IS A PROCESS OF PLANNING, ORGNAIZING LEADING AND CONTROLLING…
JAMES A. F. STONER
FUNCTION OF MANAGER
SCIENTIFIC ASPECTS OF MANAGEMENT
HUMAN ASPECT AND TREAT PEOPLE AS MERELY MEANS OF GETTING THINGS DONE
ROLE OF INTERNAL AND EXTERNAL MANAGEMENT
MANAGEMENT DEFINITION
5 M’S OF MANAGEMENT
MAN
MACHINERY
METHODS
MONEY
MATERIAL
TRUE OR FALSE. MANAGEMENT IS A COMBINATION OF ART AND SCIENCE
TRUE
TRUE OR FALSE. MANAGEMENT IS TANGIBLE
FALSE. INTANGIBLE TEH
IMPORTANCE OF MANAGEMENT SIS?`
EFFECTIVE UTILIZATION OF RESOURCES
DEVELOPMENT OF RESOURCES
INCORPORATION INNOVATION
BETTER COORDINATION AMONG VARIOUS DEVELOPMENT
PROVIDE SENSE OF SECURITY AND ONENESS OF EMPLOYEES
TO COMPLETE TASK WITHIN STIPULATED TIME FRAME
GO SIS KABISADO HA!
ACTIVITIES TO ACHIEVE MANAGEMENT GOALS
PLANNING
ORGANIZING
STAFFING
LEADING
CONTROLLING
IN ORDER BEB
CHOOSE APPROPRIATE GOALS AND OF ACTION
PLANNING
ARRANGING TASKS, PEOPLE AND OTHER RESOURCES
ORGANIZING
CHOOSE PERSONNEL
STAFFING
MOTIVATES, COODINATES AND ENERGIZE INDIVIDUALS AND GROUPS
LEADING
ACCURATE MEASURING AND MONITORING YSTEMS
CONTROLLING
PLANNING IS A PROCESS WHICH BEGINS W/ OBJECTIVES AND DEFINES STRATEGIES, POLICIES AND DETAILED PLAS TO ACHIEVE THEM
GEORGE A. STEINER
PLANNIN REQUIRES DECISION-MAKING. T OR F
TRUE
FIRST STEP IN PLANNING
BE AWARE OF OPPORTUNITIES
LAST STEP OF PLANNING
FOLLOW UP
AN ITEMIZED ESTIMATE OF EXPECTED INCOME AND EXPENSE
BUDGET PLAN
PLANS OR SCHEDULES TO BE FOLLOWED
PROGRAM PLAN
SIMPLEST TYPE OF PLAN (ACTION OR NON-ACTION)
RULES
GENEAL STATEMENTS THAT GUIDE OR CHANNESL THE THINKING OF MANAGERS IN DESICION MAKING
POLICIES
PLAN OR SERIES OF MANEUVERS FOR OBTAINING A SPECIFIC GOAL
STRATEGY
IDENTIFIES BASIC FUNCTION OF THE ORGANIZATION
MISSION OR PURPOSE PLAN
RESULTS OR ACHIEVEMENTS TOWANRS WHICH EFFOERT IS DIRECTED
GOALS AND OBJECTIVES
DETAILED-MANNER OF CERTAIN ACTIVITIES
PROCEDURE PLAN
PROCESS OF DECIDING ON THE OBJECTIVES OF THE ORGANIZATION
STRATEGIC PLANNING
PROCESS BY WHICH ARE CERTAIN THAT RESOURCES ARE OBTAINED AND UTILIZED EFFECTIVELY
MANAGEMENT CONTROL
STEMS FROM THE WORD ORGANISMS; SIMPLE TO CREATE A STRUCTURE W/ FULLY INTEGRATED PARTS
`ORGANIZING
STRUCTURE OR NETWORK OF RELATIONSHIP AMONG INDIVIDUALS INTERACTING WITH ONE ANOTHER
ORGANIZING
ROLES OF THE PARTICIPANTS WITH APPPROPRIATE AUTHORITY AND PROPER COORDINATION IN THE ORGANIZATIONAL STRUCTURE
ORGANIZATION
PROCESS OF ORGANIZING
ESTABLISHING - FORMULATING - IDENTIFYING - GROUPING - DELEGATING
DELIBERATE STRUCTURE OF ROLES IN A FORMALLY STRUCTURE OF ROLES
FORMAL ORGANIZATION
NETWORK OF PERSONAL AND SOCIAL RELATIONS NOT ESTABLISHED OR REQUIRED
INFORMAL ORGANIZATION
HAS PRE-DEFINES SETS OF POLICIES
FORMAL ORGANIZATION
DEFINED STRUCTURE
FORMAL ORG
PLACES EMPHASIS ON OWRK THAN INTERPERSONAL RELATIONSHIPS
FORMAL ORG
STANDARD OF BEHAVIOR EVOLVE FROM GROUP NORMS
INFORMAL ORGANIZATION
EMERGES SPONTANEOUSLY AND NOT DELIBERATELY
INFORMAL ORG
TRUE OR FALSE. ORGANIZATION HAS A COMMUNICATION THAT IS LATERALLY AND VERTICALLY CLEAR AND DEFINITIVE
TRUE
OPERATES IN AN “ACTION-RESEARCH” WAY
ORGANIZATION
ANYTHING USED IN DOING CERTAIN PIECE OF WORK PRODUCE CERTAIN RESULTS
TOOL
ESSENTIALLY A WAY OF DOING THINGS, METHODS OF ACCOMPLISHING A DESIRED RESULT
TECHNIQUE
FURNISHING USEFUL INFO AND PROVIDE FOR THE CONTINUITY OF OPERATION
RECORDS
USUALLY CONTAIN DATA AND INFORMATION ABOUT THE OPERATION OF THE ORGANIZATION
REPORTS
INDICATED MAIN RESPONSIBILITY AND UPWARD MOVEMENT OF ACCOUNTABILTY
ORGANIZATIONAL CHART
SYSTEMATIC ARRANGEMENT OF PEOPLE WORKING FOR THE ORGANIZAYION IN ORDER TO ACHIEVE GOALS
ORGANIZATIONAL STRUCTURES
DIRECT FLOW OF AUTHORITY
LINE TYPE
RADICALLY DIFFERENT FROM LINE TYPE
FUNCTIONAL TYPE
AUTHORITY IS CHANNE;IZED BY STAFFS AND S[ECIALIST
FUNCTIONAL TYPE
COMBINATION OF LINE AND FUNCTIONAL TYPES
LINE AND STAFF TYPE
TEMPORARY STRUCTURE DESIGNED TO ACCOMPLISH SPECIFIC TASK OR PROJECT; LEAD BY PROJECT MANAGER
PROJECT ORGANIZATION
HYBRID ORGANIZATON STRUCTURE
MATRIX/GRID ORGANIZATION
ORGANIZATION FORMED FOR GIVING SPECIALIZED ADVICE TO LINE MANAGERS
COMMITTEE ORGANIZATON
GROUP OF TWI OR MORE APPOINTED PERSON TO CONSIDER
COMMITTEE
PROCESS OF SUPPLYING THE ORGANIZATION WITH NEEDED PERSONNEL
STAFFING
VITAL COMPONENT FORT THE EFFECTIVE OPERATION OF ORGANIZATION
PEOPLE
T OR F. STAFFING DOES NOT AFFECT LEADING AND CONTROLLING
FALSE/ AFFECTS
PROCESS BY WHICH MANAGERS COMMUNICATES WITH AND INDFLUENCES OTHER MEMERS TO PURSUE COMPANY OBJECTIVES
DIRECTING
DEFINED AS THE CAPACITY TO INFLUENCE THE ACTION OF AN INDIVIDUA;
POWER
VESTED ON A PERSON BY VIRTIE
LEGITIMATE POWER
ABILITY TO INFLUEN CE OR IMPRESS A PERSON
