ORGANIZING AND STAFFING THE LABORATORY

ORGANIZING
• Denotes an effort to divide total operations into size and type of units by which efficient
and effective services are best assured and needs and weaknesses most easily
identified.

• Organizing is the management function that usually follows after planning. It is the
process of structuring activities, materials and personnel in such a way that effort and
expenditures are minimized and output is maximized (Vetter).

• ORGANIZING is the 2nd managerial function that involves the process of delegating and
coordinating tasks and resources to achieve the objectives of the organization.

STAFFING
According to Koontz, O'Donnell and Heinz Weihrich:
• filling position in the organization
• identifying workforce requirements, inventorying the people available
• recruitment, selection, placement, promotion, appraisal, compensation, and training
• Efficient and effective selection, grouping and utilization of personnel
• major management responsibility
• securing a united and cohesive performance

Characteristics of Organization:

Characteristics of an Organization

a. Division of Labor

It is the degree to which organizational tasks are sub-divided into individual jobs. Various
activities are assigned to different people who are specialists in that area which then
improves the efficiency of the organization.

b. Presence of Authority

Authority is the capacity to evoke compliance to others. It is the formally granted influence
position to make decisions and get resources to pursue organizational goals. It may only exist
when the subordinates agree to grant this authority or follow the orders as long as they are
reasonable, appropriate, and lawful.
 c. Substitution of Personnel

The absence of a staff member may create a problem as a part of the work of the
laboratory is interrupted. During holidays, this problem is usually limited since they are
planned and measures can be taken in advance. Unexpected absence, such as in the case of
illness, presents a different situation, as for certain procedures a substitute needs to be
arranged at short notice and a person might not to be readily available.

The extent of disorder varies with the type of job concerned. Some jobs can be left
unattended for a few days but others need instant take-over. Usually the head of laboratory,
knowing his staff, will ask a colleague of the absentee to stand in. Sometimes, help must be
sought from outside: when the necessary expertise is not available, or when the absence is
prolonged.

Table of Organization

It is an important management tool that shows the hierarchical relationships between

employees. It helps clarify work flow, reporting lines and areas of responsibility by delineated
work areas. It specifically indicates positional authority and it clearly illustrates the structure of
the organization and the relationship among people within it. (Vetter).

Job Description

It is important to define the job that has to be done, so that a person with the most suitable
qualifications, experience and personal qualities may be recruited.

Job descriptions are used by management as a background in deciding the appropriate grade
and salary level for a particular post, in composing an advertisement describing the vacancy, and
in assisting the interviewer in selecting the most appropriate candidate to fill the post.

According to Anthony Kurec, there are five key sections common to most job descriptions:

Job title. It should be consistent throughout the laboratory since inconsistency in title usage
can result in confusion internally as well as externally, especially with the public. Local and
National nomenclature should be taken in to consideration in describing laboratory job titles.
 Qualifications and worker traits. Only minimum qualifications (education, experience, etc.)
should be listed in the job description, other desired personal traits that reflect the type of
individual they aspire to hire should also be considered.

Job duties. It should be identified to ensure that the applicant understands what he is
expected to do when he gets the job.

Responsibilities and accountability. It identifies how much authority the individual has in
decision making for the laboratory.

Job relationships. It is useful to list the relationships so that the incumbent knows whom to
report to, who reports to him, or what other internal and external relationships may be
required of the position.

Job Specification

• Represents the requirements for employment in a given job

• It provides the organization with the personnel requirements considered to match most
efficiently with the demands of each job

a. Job Description of Pathologist

JOB TITLE: Pathologist

EDUCATION AND EXPERIENCE: A doctoral degree in Medicine from an accredited

medical school, and have completed an approved residency in anatomic and clinical
pathology. A duly registered physician.

DUTIES:

• Studies the nature, cause, and development of diseases, and structural and functional
changes caused by the disease.
• Diagnoses presence and stage of disease, from body tissue, fluids, secretions, and
other specimens utilizing laboratory procedures.
• Acts as consultant to other medical practitioners.
• Performs autopsies to determine nature and extent of disease cause of death, and
effects of treatment.
b. Job Description of Chief Medical Technologist

JOB TITLE: Chief Medical Technologist

EDUCATION AND EXPERIENCE: Bachelor's degree from an accredited college or university
in Medical Technology/Public Health. PRC Registered Medical Technologist.

Five years of experience as a Medical Technologist which includes two years at the
Medical Technologist, Senior level or two years of supervisory experience or any
equivalent combination of experience, training and/or education approved by Human
Resources Department.

DUTIES:

• Supervises and participates in the performance of all standard clinical laboratory tests
and procedures
• Provides clerical, supply, and administrative support required in laboratory
administration.
• Arranges schedules for subordinate technologists
• Assists in revision of existing procedures and policies for the operation of the
laboratory.
• Supervises the maintenance of laboratory records and reports.
• Participates in the selection and training of personnel.
• Supervises the activities of subordinates.
• Develops and implements quality control systems for testing
• Ensures continued compliance with licensing requirements.
• Maintains inventory for the laboratory and orders supplies and materials from
vendors.
• Ensures timely reporting of test results to clinical staff and assists clinical staff in
interpretation of results, as needed.
• Assists in the preparation and management of the laboratory budget.

c. Job Description of Medical Technology Staff

JOB TITLE: Medical Technologist

EDUCATION AND EXPERIENCE: Bachelor's degree from an accredited college or university
in Medical Technology/Public Health. PRC Registered Medical Technologist.
 DUTIES:

• Conducts chemical analyses of body fluids, such as blood, urine, and spinal fluid, to
determine presence of normal and abnormal components.
• Studies blood cells, their numbers, and morphology, using microscopic techniques.
• Performs blood group, type, and compatibility tests for transfusion purposes.
• Analyzes test results and enters findings in the computer.
• Engages in medical research under the direction of the chief medical technologist.
• Trains and supervises interns.
• Prepares and standardizes reagents, standards, stains and others provided such
reagents, standards, stains and others are exclusively for the use of their laboratory.
• Performs clinical laboratory quality control.
• Collects and preserves specimens.

d. Job Description of Medical Laboratory Technician

JOB TITLE: Medical Laboratory Technician

EDUCATION AND EXPERIENCE: A bachelor’s degree in Medical Technology/Public Health.

Certified and registered with the Board of Medical Technology to assist a medical
technologist and/or qualified pathologist in the practice of medical technology as defined
in RA 5527.

DUTIES:

• Assists the physician and/or medical technologist in performing all routine laboratory
examinations.

Job Specification

• Represents the requirements for employment in a given job

• It provides the organization with the personnel requirements considered to match most
efficiently with the demands of each job

Work Schedule
 The laboratory manager must assess the needs of the laboratory, hours of operations and the
staff required, to schedule staff effectively (Medvescek). However, managers are expected to
take employee preferences into account where possible, he must also ensure that the needs of
the internal and external customers are met.

There are no “ideal” schedules because all health care facilities have their unique needs and
staff capabilities. Staff schedules are tailored to fit an individual laboratory since institutional
policies and procedures, as well as regulations from the government and labor organizations,
influence schedule making.

Employees should work with their managers to discuss the laboratory needs. They should
consider which work schedule will work best for them in order to meet commitments. Managers
should then plan schedules and cross-train employees to cover for each other. The manager must
also consider how safety and operational goals and objectives can be met with alternative work
schedules in their workforce.

Changes to an employee's schedule may happen when an employee requires a temporary

schedule change to accommodate major life changes (e.g. care for seriously ill near-relative,
death in the family, etc). Managers may also require an employee to temporarily change the work
schedule when a manager experiences unforeseen laboratory conditions that cannot be handled
otherwise.

• The arbitrary but firmly established practice of eight-hour shifts serve as the usual
method of dividing twenty-hour period.
• Because of request patterns, the largest number of personnel are scheduled during the
1st eight period while the second and third shifts are staffed with fewer people
• Whenever possible, one should strive for “ two deepness” in every position so that at
least two people know every job on every shift.

Basic Rules of Scheduling

1. No more than 5 consecutive working days for each individual.

2. Provide two consecutive days off, except in the rare case where the individual prefers
split days off.
3. Within the possibilities, give the individual shift he wants.
4. Rotate weekend and holidays off with as much fairness as possible.
 5. Post schedules at least three weeks in advance, even more if possible.
6. Stick to the schedule as closely as possible and make changes only when essential and
only after discussion with others concerned.
7. Provide the opportunity for individual to ask for a specific day off on occasion.

Reorganization

It is an effort to extend the life of an organization facing bankruptcy through special measures
and restructuring in order to minimize the possibility of past situations reoccurring and reduce
the strain of continuing operations. It is usually utilized to improve or change strategies in order
to follow their organization’s goals.

• Is the process which an existing organization undergoes that brings about

changes in the size and shape of the organization structure.

• There are two main reasons for reorganization: growth & adaptation