Chrissa Mae T.

Catindoy BS MEDICAL TECHNOLOGY

Laboratory Information System (LIS) – a complete network of computers designed to incorporate all Personnel Program (P.P.) – it consist of SERIES OF ACTIVITIES intended to carry out the personnel
aspects of the informational needs of laboratory and its customers from intake of requests and policies of the laboratory for the purpose of realizing objectives of the organization.
processing of workflow to the delivery of results. COVERS OF GOOD PERSONNEL PROGRAM: (ESErErsEs)
 Employment
TERMINOLOGIES: (DIS)  Safety
 Data – raw facts/details  Employee relations
 Information – processed data  Employee research and standards
 Information system – interlinked of parts (computer/human) to process data into information  Employee services
and transmit information to users with the goal of meeting the complete informational needs of
organization. Personnel Policy (P.P.)
- It is the statement of intention that commits the laboratory manager to a general course of
COMPONENTS: action in order to accomplish a SPECIFIC PURPOSE.
 Hardware – physical components of the computer. - Once polices are formulated they should be stated in WRITING and be made known to all
o Input device – mouse, keyboard, barcode, scanner, touch pad. employees.
o Output device – printer, hardcopy, speaker, monitor, softcopy.
o Storage – flash drives, CD, floppy disks. 10 AREAS OF PERSONNEL POLICY: (W.A.S.P.S. P.L.I.D.S.)
 Software – instructions in human language into machine language.  Recruitment, SELECTION, planning
 Employee INDUCTION and training
COMPONENTS:  Employees rating and PROMOTION
 Information system – collection of various pieces of hardware and software and the human  Transfer, downgrading and LAY OFF
resources that meet data collection, storage, processing, and report generations needs of an  DISCIPLINING and discharge
organization.  Salary and WAGE administration
 Network – the set of interconnected computers that through hardware and software technology  Changes in work ASSIGNMENT and hours
work cooperatively for the purpose of information and application program exchange.  SERVICE for employees
 Employees health and SAFETY
PERSONNEL MANAGEMENT  Employees PARTICIPATION and work problems

Personnel Management (Personal Administration) (P.M.P.A.) FUNCTIONS OF PERSONNEL MANAGER: (D.I.S.T.R.I.M.I.N.G.)

- It is the phase of management concerned with the engagement and effective utilization of  Recruit and INTERVIEW job applicant.
manpower to obtain EFFICIENCY of human resources.  Administer employment TESTS to job applicants.
- It is the effective recruitment, selection, placement, development, maintenance, and utilization
 INDOCTRINATE new employees on laboratory history, objectives, policies and rules.
of the manpower RESOURCES of an organization.
 INTRODUCE the new employee to his supervisor, the officers of the organization, his
associates and subordinates.
 MOTIVATE employees to do better.
Chrissa Mae T. Catindoy BS MEDICAL TECHNOLOGY
 Keep employment RECORDS of all employees. o PLANNED and patterned interviews
 Assist in transferring, promoting, DEMOTING, discharging or renting employees. o NON-DIRECTIVE interviews
 Handle complaints gripes, GRIEVANCES and disciplinary action cases. o DEPTH interviews
 NEGOTIATE with the labor unions or union officials. o GROUP interviews
 Provide personnel SERVICES, medical, social and recreational. 6) Investigation of applicant’s BACKGROUND
7) INTRODUCTION of the qualified applicant to his immediate boss
SOURCES OF LABOR: (E.I.) 8) SELECTION from among qualified applicants
 Internal source (I.S.) – the employees actively working in the laboratory. The use of internal 9) Medical EXAMINATION
sources of labor may encourage employee development and improve the morale of 10) Induction and PLACEMENT of the new employee
employees.
 External source (E.S.) – include persons who apply in persons, who answer advertisement PERSONNEL INTERVIEW (C.A.R.E.D.)
and who recommended by schools. The use of external sources of labor could challenge - PRE-EMPLOYMENT interview by the manager is necessary to increase the accuracy of
present employees to improve the qualification. prediction on the applicant.
- The purpose of interview is to determine the relevant facts regarding the applicant as provided
PROCESS OF PERSONNEL SELECTION: (R.I.P. B.E.P.S. R.I.P.) by the application form, by REFERENCES and by the interview itself.
- Facts may be EVALUATED in terms expected on job behavior.
1) POSTING or advertising job vacancies
- Interview questions-well though in advance and should be in AREAS of interest as personal
2) RECEPTION of applications/applicants either in person or in writing
history, educations background, volunteer activities, work experience, aspirations, and
3) PRELIMINARY interview
objectives, self-assessment and strength and weaknesses.
o Filling-up the information sheet or the Application Blanks
- The most DIFFICULT questions are those necessary to determine the technical skills and
o Sending of information sheets or application blanks by mail and return the same to
competence.
the laboratory
- Final caution “DO NOT JUMP INTO CONCLUSION”
4) Applicant REPORTS to the personnel manager or his assistant who briefs him on
opportunities in the organization. If acceptable, applicant is made to take employment test. (A.
NOT NEGLECT THE FOLLOWING BASIS: (I.R.R.E.)
P.I.E. I.A.)
- Setting the stage in advance so the interview will be in control and not be INTERRUPTED by
o PERFORMANCE tests
other visitors.
o INTELLIGENCE tests - Asking general questions to set the applicants at EASE.
o APTITUDE tests - RESPECTING the applicant’s individuality.
o INTEREST tests - Getting the applicant to talk REVEALINGLY.
o EMOTIONAL reaction/adjustments tests
o ATTITUDE tests THREE THINGS ABOUT IMPRESSIONS: (D.T.T.)
5) Applicant is INTERVIEWED by the personnel manager. Interview is intended to check the  Sometimes close to TRUTH
veracity of information contained in the information sheet or application blank and to secure  Sometimes DANGEROUS
more information.  Always based on TIME on limited information
(D. P.N.G.)
Chrissa Mae T. Catindoy BS MEDICAL TECHNOLOGY
POINTERS IN PERSONNEL SELECTION: (F.R.E.S.H. I.R.O.N.) o It provides a RESOURCE document for appraisal for promotion, transfer, separation,
 Applicant who has held 3 to 4 jobs in the past five years is a high risk. Chance are this person and references.
is a job HOPPER. o It is a way to SUMMARIZE day-to-day and week-to-week evaluation.
 Recent EMOTIONAL crises in an individual may lead to emotional instability for a period of
time. FREQUENTLY MEASURED ATTRIBUTES: (2Q 3C J.K. H.A.I.R.)
 If the writing is SLOPPY, it may indicate a generally careless attitude. Unanswered items in the  Quantity of work productivity
application form indicate forgetfulness or evasion.  Judgment
 OVER qualification is about as bad as under qualification.  Knowledge
 Check if the REFERENCE is a close friend or relative of the applicant.  Adaptability
 If the medical history is lengthy or ambiguous, there is a good chance that the applicant is  Initiative
either in poor health or somewhat NEUROTIC.  Personal relations (interactions with others)
 Hiring RELATIVES or close personal friends must be discouraged.  Work habits (attendance)
 If other things are equal, hire people you INSTINCTIVELY like.  Compliance with rules and regulations
 Generally, the person who works for FINANCIAL reasons is likely to be more stable employee  Orderliness communication (oral and written expression)
than is the person who is economically independent.  Creativity
 Quality of work and other factors
PERSONNEL ORIENTATION
PROMOTIONS
PERSONNEL ORIENTATION (P.O.) (D.I.M. T.O.P. B.I.M.)
- A BRIEFING of too history, objectives, policies, rules and regulations of the laboratory. PROMOTIONS – it is the advancement of an employee to better job-better in terms of greater
- INTRODUCTION to his associates and subordinates. responsibilities, more PRESTIGE, or “status”, greater skill, and especially, increase rate of pay or
- DESCRIPTION of his duties and responsibilities and the role he plays in the organization. salary.
- INTRODUCTION to laboratory facilities and services.
- Briefing on MECHANISM of setting problems, complaint or grievance and rules pertaining to PERSONAL QUALITIES CONSIDERED IN PROMOTION: (C.O.C.K. A.I.D. H.U.E.)
discipline or reprimand.
 Honesty
- Briefing on OPPORTUNITIES for education, training and advancement.
 Ambition
- Briefing on sick leave POLICY, overtime work, and place for receiving pay.
- TRY OUT the employee’s new job.  Initiative
- Another MEETING between the new employee and the personnel manager before dismissal  Determination
from work for the day.  Enthusiasm
 Common sense
PERSONELL EVALUATION – it is consist of periodic written reports on employees’ performance.  Knowledge
o It provides a BASIS for counselling interview with the employee.  Originally
 Understanding
Chrissa Mae T. Catindoy BS MEDICAL TECHNOLOGY
 Communicative ability - Records should be centralized with accessibility limits to appropriate supervisor and employee
in order maintain CONFIDENTIALITY of information.
DISCIPLINE AND DISMISSALS/DISCHARGING
EMPLOYEE’S CONFLICT: (B.A.D. F. C.A.T.)
DISCIPLINE AND DISMISSALS/DISCHARGING  Discussions between two people that flare up into ARGUMENTS.
- Disciplining an employee is probably the TOUGHEST and most distasteful job a supervisor  Open BACKBITING remarks made by one about the other.
has.  COMPLAINTS from about the other.
- For the protection of both employee and employer disciplinary action requires DOCUMENTED  No DIRECT contact between two people. They take pains to information thru co-workers. They
FACTS sufficient to support the contemplated action. Documentation should include: even refuse to eat lunch with others.
(S.P.E.R.M.)  A request for TRANSFER.
1) Specific Instances of POOR performance or misconduct.  Other employees talking about the FEUD.
2) Circumstance SURROUNDING performance or misconduct
 Increased ABSENTEEISM for no apparent reason.
o DATES, times, places and names and titles of persons involved in the
situation. CONFLICT MEDIATION TECHNIQUES: (A.C.E.)
o Whether the employee knew that he was SUPPOSED TO DO; when
 Phase 1: CLARIFYING the problem
and how he had been told
 Phase 2: Finding out what EACH SIDE WANTS from each other
3) Prior MISCONDUCT if any.
 Phase 3: Reaching AGREEMENT
4) EVIDENCE of warning that the misconduct should not be repeated or that the
poor performance could not continue.
POINTERS IN SOLVING CONFLICTS: (S.N.A.R.F.)
5) RECORDS that definite time limit was set for improvement and follow-up.
 Do not AFFIX blame on another.
PERSONNEL RECORDS  Do not threaten to FIRE anyone.
 Do not jump in and suggest SOLUTIONS before you’re gathered all the pertinent information.
PERSONNEL RECORDS (R.E.A.L. K.C.)  Do not NOD in agreement as an employee explain his side of the conflict.
- It provides a READY REFERENCES to an employee, job description, education, experience,  Do not RUSH the process.
qualification, length of employment, job references, written reprimands, comments and
personal list. HABITUAL TARDINESS: (R.I.P. D.R.) – this is chronic disease of unknown etiology. Although cures
- Should be EVALUATED and considered when undertaking performances interview, transfer, are rare, some remissions, may be attained with the following therapy.
promotion or releases. o DOCK salary for last minutes.
- The manager should KEEP records or reject candidates for employment and also of suitable o RESCHEDULE for a later starting time.
ones but no present opening. o REASSIGN to a different department where there is no overlap of personnel.
- LARGER laboratory maintains summary and analysis records. o When all fails, mark “IMPROVEMENT needed” on the employees performance
- This is to keep the director to UPDATE on vacancies, personnel turnover, retirements, staffing evaluation.
patterns, recruited services, and other vital data to maintain a good staff. o If the employee has all other positive features, PROMOTE to supervisor. This is
considered “shock treatment” but often effective.
Chrissa Mae T. Catindoy
COMPENSATION FOR WORK (G.F. C.L.M.) - the NON-MONETARY compensation should be
included. Such as benefits like retirement plans, insurance, annual and sick leave and free or
discounted services play an important part in the total compensation plan.
 Requirements of laws and regulations such MINIMUM wages and overtime.
 CORRELATION between salaries in the lab and those in other competing organization.
 Relationship among salary LEVELS or ranges of the various types within the organization.
 GENERAL salary distribution – include number of step from the lowest to increasing salary in
each type of position.
 FINANCIAL condition of the organization.
MOTIVATION OF EMPLOYEES
Motivation
- It is general term applying to drives, desires, needs, and wishes of an individual in order to
perform.
- It involves a chain reaction – starting out with felt needs, resulting in wants or goals sought
gives rise to tensions (that is unfulfilled desires), then causing action achieving goals and
finally satisfying wants.
Needs – Give rise to – Wants – Which causes – Tension – Which rise to – Actions – Which result in –
Satisfaction
HENRSBERG LISTS EXTRINSIC AND INTRINSIC FACTORS OF MOTIVATION
BS MEDICAL TECHNOLOGY
 ACHIEVEMENT (completing an important task successfully)
 RECOGNITION (being single out of praise)
 RESPONSIBILITY for one’s own work or other’s work
 ADVANCEMENT (changing status through promotion)
USING THESE FACTORS AS A GENERAL GUIDE: (2W S.T.O.P.S. G.F.)
 Pay must be adequate and must be “FAIR” since it is often society’s direct measure of a
person’s worth.
 Do your best never SETTLE for less than high quality supervision and leadership.
 View people as a WHOLE.
 Make your organization POLICIES clear and the administration of then open and fair.
 To the best of your ability provide good WORKING condition.
 Build “SECURITY” by building competence through condition.
 Keep GOALS clear and recognize when they have been completed.
 Always give praise to those responsible for a job WELL DONE.
 Build self-worth by TRUSTING people, by backing them up, and by teaching them how to
delegate them how to delegate to others.
 Look for every OPPORTUNITY to give people more responsibility.
ABRAHAM M. MASLOW FIVE BASIC NEEDS:

EXTRINSIC FACTORS OR HYGIENE FACTORS: (S.R.S. C.P.C.)

 Pay or SALARY increases
 Technical supervision or having a COMPETENT superior
 The human RELATIONS
 Organization POLICY and administration
 Working CONDITION or physical surrounding
 Job SECURITY

INTRINSIC FACTORS OF MOTIVATING FACTORS: (R.A. 2)

Chrissa Mae T. Catindoy BS MEDICAL TECHNOLOGY
MOTIVATION FACTORS: (R.A.W. R.A.G.) o LOCATION of procedure manuals, reagents, equipment and supplies (M.R.E.S)
 Work itself o PREVENTIVE maintenance and quality control data to be recorded (Pm * Qcdr)
 Achievement o SAFETY equipment and procedures (Se * P)
 Growth  Location of general use of facilities (P.S.P.)
 Responsibility o PHOTOCOPY equipment (Pe)
 Advancement o STORE room (Sr)
 Recognition o PLACE for personal belongings (Ppb)
HYGIENE FACTORS: (J.P. S.W.I.S.S.)  Review of general laboratory procedures (P.S.T.)
 Status o PHLEBOTOMY equipment (Pe)
 Interpersonal relations o Accessions of SPECIMENS (As)
 Supervision o Mechanisms for handling TELEPHONE calls (Mhtc)
 Company policy and administration  Introduction of work area (S.P.A.R.E. / R.A.N.)
 Job security o STANDARD OPERATING PROCEDURES for the division (SOPd)
 Working condition o The ROLE “stats” or criteria that dictate that a different procedure be followed (Rs /
 Salaries and wages Cddpf)
o REVIEW of all routine and specialized test worker will perform and the modifications
GENERAL LABORATORY OPERATING PROCEDURES incorporated by this laboratory (Rar / Stw – P * Mil)
o EMPHASIS on explicit performance of procedures as written, without modifications
PERSONNEL POLICIES AND PRACTICES (O.H.J.T.E.R.I.D.I.P.) (Eeppwwm)
o PREVENTIVE maintenance and troubleshooting of equipment (Pm * Te)
A. ORIENTATION (O) o ACTION to be followed if controls and or standards outside range (Afc */ Sor)
 Review of duties and responsibilities o APPROPRIATE action to take when unexpected patient values encountered
 Introduction to laboratory personnel (S.O.) (Aatupve)
o Departmental ORGANIZATION (Do) o NEED for supervisors and or directors review before results are released (Ns */
o Key personnel and immediate SUPERVISOR (Kp * Is) Drbrr)
 Review of personnel policies (P.H. M.E.D.S.) B. PERSONNEL HANDBOOK (Ph)
o DRESS code, parking area, time card (D.P.T.) C. JOB SPECIFICATIONS (Js) - (D. W.E.S.T.)
o MEAL time, break policies, personal phone calls (M.B.P.)  Special EDUCATION and EXPERIENCE requirements for job
o EVENING, weekend, call, holiday, vacation schedules (E.W.C.H.V)  What workers does, how and why he does it
o SICK leave or emergency time (Sl / Et)  Performance STANDARDS
o HEALTH services and continuing education policies (Hs * Cep)  Type and degree of supervision
o PROMOTION or transfer opportunities (P / To)  If workers and supervisor participate in development of a DETAILED accurate job description,
 Tour of laboratory facility (L.S.P.) they will have a mutual understanding of the job requirements
D. PERSONNEL TRAINING (Pt)
Chrissa Mae T. Catindoy BS MEDICAL TECHNOLOGY
 In-service  Be certain all questions and answers are clearly understood.
o ORIENTATION of new workers  Do not answer questions about which there is uncertainty. Consul resources of department
o RETRAINING for existing work staff (immediate supervisor, manuals, etc.)
 Increases skills and abilities of workers to do specific job  Do not allow delay in answering telephone.
E. PERSONNEL EVALUATIONS (Pe) - (D.R. C.)  Never leave telephone unattended after call is received, if placed on “hold”, reassure caller
 REVIEW of workers actual performance frequent intervals that attempt is being made to complete connection.
 COMPARISON mutually agreed upon standards  When receiving calls, initiate conversation with “Good morning…” Department of Laboratories.
 DISCUSSION of results and comparison with worker  When transferring calls, inform person of caller’s name and department.
F. PERSONNEL RECORDS (P)r  When making calls, prepare remarks with name and department.
 Ready reference to: (D.Q.L.W.H.)  Be certain all written or typed reports are neat, legible and accurate; also that they are dated
o A workers job DESCRIPTION (Wjd) and initiated or signed.
o Education and experience QUALIFICATIONS (E * Eq)
o LENGTH of employment (Le) INTRADEPARTMENTAL COMMUNICATION - it is the transmission of information within the
o WRITTEN reprimands or commendations (Wr / C) department. Communication is better within the department because of proximity, similar education,
o Personal HISTORY (Ph) related duties, and common goals among co-workers.
 Know the department’s table organization and all communication channels –illegible-
 Use in evaluation of performance reviews, transfers, promotions, releases
G. EXIT INTERVIEWS (Ei)  Be certain of job description and all duties set forth.
H. DEPARTMENTAL CONFERENCES (Dc)  Confer messages by memo if face-to-face or telephone communication is not possible.
I. INSERVICE AND CONTINUING EDUCATION (I * Ce)  Minimize conversations unrelated to job duties.
J. PERIODIC RECONSIDERATION OF PERSONNEL POLICIES AND PRACTICES (Prpp * p)  Maintain effective contact with members of all shifts.
 Be constantly alert to the posting of all schedules and notices.
INFORMATION MANAGEMENT
PUBLIC RELATIONS - lab employees must be aware of the importance of HARMONIOUS
COMMUNICATION RELATIONSHIP with their daily contacts as patients, doctors, nurses, salesmen, and other hospital and
- It is the process in human relations of passing information and understanding from one person non-hospital personnel.
to another. It is most frequently conducted by written of spoken word but may be conveyed by
gesture, lack of gesture, manner of dressing, personal appearance, and general behaviour. TEN COMMANDMENTS OF HUMAN RELATIONS: (G.C. G.C. C.A.T.S. F.S.)
- The data generated by the laboratory has been called potential information and is not actual Caltex (Philippines)
information until it has been utilized in patient care.  SPEAK TO PEOPLE - there is nothing as nice as a cheerful word or greeting.
 SMILE AT PEOPLE - it takes 654 muscles to frown and only 15 to smile.
INTERDEPARTMENTAL COMMUNICATION - it is the transmission of information AMONG  CALL PEOPLE BY NAME - the sweetest music to anyone’s ears I the sound of his own name.
departments.  FRIENDLY AND HELPFUL - if you would have friends be friendly.
 Be courteous at all times.  CORDIAL - speak and act as if everything you do were a genuine pleasure.
 Speak distinctly and in pleasant tone of voice.  GENUINELY INTERESTED IN PEOPLE - you can like everybody if you try.
Chrissa Mae T. Catindoy
 GENEROUS WITH PRAISE, CAUTIOUS WITH CRITICISMS.
 CONSIDERATE WITH THE FEELINGS OF OTHERS - it will be appreciated.
 THOUGHTFUL OF THE OPINION OF OTHERS - there are three sides to a controversy,
yours, the other fellow’s and the right one.
 ALERT TO GIVE SERVICE - what counts most in life is what we do for others.
WAYS TO COMMUNICATE (P.I.L.I.T. P.V.P. B.R.I.M.E.)
 INFORMAL TALKS – this is the most fundamental form of communication. It is suitable for a
day-to-day liaison, direction and exchange of information. It must provide opportunity for two
way exchange.
 PLANNED APPOINTMENTS – this is the appropriate for regular review or liaison, joint work
sessions, etc.
 TELEPHONE CALLS – this is good for frequent check-up or for empathy or receiving
information, instruction, data, etc.
 INTEROFFICE MEMOS – they are effective for recording informal inquiries. Use of memos
should not be overdone, or they will be ignored.
 LETTERS – they are useful for official notices, formally recorded statements or
communications even when the addressee is physically available.
 REPORTS – they are used to convey information associated with evaluations,
recommendations, etc. to supervisors or colleagues and are most effective when based on
conferences, visits, inspections surveys, research study, etc.
 INFORMAL STAFF MEETINGS – it provides opportunity for the development of strong group
cohesiveness and response. Supervisor should hold staff meetings early morning, the end of
day or at lunch.
 PLANNED CONFERENCE – they are relatively formal affair. Participants be given time to
prepare needed data, information, reports, recommendations, etc.
 MASS MEETING – they are conducted by management with large number of employees.
They are valuable means of celebrating occasions, building morale, introducing new policies or
key personnel, making special announcements.
 BULLETIN BOARD NOTICES – they are effective for lengthy or formal announcements.
 POSTERS
 EXHIBITS AND DISPLAY
 VISUAL AIDS (film, filmstrips)
BS MEDICAL TECHNOLOGY
CATEGORIES OF COMMUNICATION
 UPWARD COMMUNICATION – when a subordinate communicates directly to his supervisor
or superior.
 DOWNWARD COMMUNICATION – when a superior or supervisor communicates directly to
his subordinates.
 SAME LEVEL COMMUNICATION OR COMMUNICATION AMONG PEERS.
 DIAGONAL COMMUNICATION – when a supervisor and a subordinate not under him
communicate.
DON’TS OF UPWARD COMMUNICATION (R.A.S.H. N.O.D.S.)
 Don’t try to SHIELD the boss - the subordinate must not prevent any upsetting news from
reaching the supervisor.
 Don’t try to OVER PROTECT yourself - don’t “playdown” certain facts because we know that
the disclosure makes us look bad.
 Don’t think that the need to discuss a problem will just DISAPPEAR if you don’t say anything.
 Don’t be AFRAID of the result of communication.
 Don’t NEGLECT to communicate because you are not directly responsible.
 Don’t RELY on someone else to send the word upward.
 Don’t think you must have a SOLUTION before you discuss a problem.
 Don’t use upward communication to blow your HORN.
WHAT SUBORDINATES WANT FORM THE BOSS (D.R. B.E.R.I.L. F.L.I.C.H. R.I.R. C.C.W.)
 BACK UP the subordinates decision
 Tell subordinates that what he (the boss) EXPECTS of them and how they are going
 Give RECOGNITION for work well done
 Be INTERESTED in subordinate as people-make them feel they belong
 Provide good LEADERSHIP and be competent for the job.
 Give constructive CRITICISM
 Tell the WHY of jobs
 Follow the CHAIN of command
 Pass along INFORMATION both up and down the line
 Get RAISES for subordinates and for the workers they recommend
 Have CONFIDENCE in the ability of subordinates
Chrissa Mae T. Catindoy BS MEDICAL TECHNOLOGY
 RECOGNIZE the difficulties in getting the job done  ROOM NUMBER or address of patient
 Take the RESPONSIBILITY rather than pass the buck  AGE of the patient
 Make good DECISIONS  SEX of patient
 Be LOYAL to the subordinates and to the lab  STATUS (stat, pre-op, etc.)
 Welcome IDEAS and opinions; let subordinates have a voice in decision  Name of the PRACTITIONER
 Don’t play favourites, be FAIR  Date and time the specimen was COLLECTED
 HELP subordinates in problem beyond their depth  Date and time the specimen was RECEIVED
 Date, time and by whom the specimen was EXAMINED
 Condition of any unsatisfactory specimen type of TEST or procedure performed
 Results and date of REPORTING
WHAT SUPERVISORS WANT FROM FELLOW SUPERVISORS ( D.R.A. R.I.L.E. C.U.C.U.T.)
 EXCHANGE ideas and information REPORTING (D.U.C.K. P.A.I.D. A. C.O.C.A.)
 Have work COMPLETED on time for the next fellow - Verbal reports or telephone reports can be given in order to facilitate, particularly in an
 Give and take constructive CRITICISM emergency situation.
 Keep one another INFORMED about new procedures, policies and rules  COMPACTNESS
 RESPECT one another’s authority  CONSISTENCY of terminology, format and usage of abbreviations and symbols
 Achieve UNIFORMITY in the interpretation of policies and enforcement of rules  Clearly UNDERSTANDABLE
 Try to UNDERSTAND on another’s problem  Logical and ACCESSIBLE location in medical chart
 Render necessary ASSISTANCE to one another  Statement of date and time of COLLECTION
 Straighten out DIFFERENCES in private and among themselves rather than carry them with  Good DESCRIPTION and source of specimen when pertinent
the boss  Sharp differentiation of reference or normal and ABNORMAL values
 REFRAIN from putting one another on the spot  Sequential ORDER of multiple results on single specimen
 Practice TEAMWORK and refrain from passing the buck  IDENTIFICATION of patient, patient location and physician
 Show LOYALTY to the laboratory and respect for its policies  Assurance of ACCURACY of transcription of request
 Ease of PREPARATION
REQUISITIONING  Administrative and record KEEPING value
- Proper requisitioning procedure assure adequate identifications of the PATIENT and the
SPECIMEN, indicate the measurements or the examinations desired, and facilitate reporting of COMMUNICATION CYCLE IN PROCESSING A CLINICAL DETERMINATION
the results.
- And also important function is the provision of the ADMINISTRATIVE and BILLING AREA. The roles of the Laboratory information management lies in ensuring the exchange of valid
data in a timely fashion between the laboratory and those utilizing its data. Other important rules of the
INFORMATIONS CONTAINED IN A REQUEST FORM (3R. P.E.T. C.L.A.S.P.S.) laboratory medicine in are education and consultation to help ensure proper utilization of these data.
 LABORATORY PROCEDURE NUMBER or other identification The typical cycle of communications necessary to completely process a request of laboratory
 Identification of the PATIENT (name and hospital number) procedures.
Chrissa Mae T. Catindoy BS MEDICAL TECHNOLOGY

The first step in the cycle – laboratory interaction is the encounter of between the patient and
the physician, resulting in a decision for a laboratory test. The physician’s decision into a written
requisition for laboratory measurements or examinations. The requisition includes the requested
determinations as well as basic demographic information about the patient following collection of the
specimen by the physician or laboratory personnel, the requisition are appropriately labelled specimen
are sent to the laboratory. The requested measurements and/or examinations are performed, the
resulting data are processed and checked for validity, and a report is returned to the physician.
Although this simplified cycle highlights the essential information interchange involving a clinical
laboratory, many other interactions are necessary, especially in larger laboratories. Some of these
functions are reviewed subsequently.