CHAPTER II
MANAGEMENT PLANNING
Planning:
 involves defining the organizational
goals establishing an overall strategy,
and developing a comprehensive set of
plans to integrate and coordinate
organizational work
Plan – predetermined course of action intended
to facilitate the accomplishment of a task
IMPORTANCE OF PLANNING
1. Planning focuses attention on objectives
2. Planning reduces risks of uncertainty
3. Planning helps in coordination
4. Planning gains economical operation
5. Planning facilitates control
6. Planning helps executive development
QUALITIES OF A GOOD PLANNER
1. Proficiency in the determination of objectives
2. Good judgement, imagination, foresight and
experience
3. Ability to evaluate laboratory opportunities
and hazards
4. Ability to accept changes
Values Derived from Planning
1. The achievement of the objective of the
organization in the most efficient and
economical manner.
2. The use of efficient methods and the
development of standards necessary for
accurate control.
3. Integration of activities of the different units
in the organization toward goal-directed
actions.
4. The reduction of emergency and unexpected
problems
INDICATORS OF POOR PLANNING
According to William J. McLarney;
1. Delivery dates not met
2. Idle machines
3. Materials wasted
4. Some machines doing jobs that should be
done by smaller machines
5. Some laboratory personnel overworked,
others are underworked
6. Skilled workers doing unskilled work
7. Laboratory Personnel fumbling on jobs for
which they have not been trained
8. Quarreling, bickering, buck-passing and
confusion
Benefits of Good Planning  Interaction

1. Jobs turn out on time  Truly committed managers and involve

2. Good relationship with other departments
3. People using their highest skills
4. Workers know how their jobs fit into the total
pattern
5. Machines doing their proper jobs
6. Equipment in good shape
7. Materials available
8. Waste kept to a minimum
employees in the decision making
process
PROCESS OF MBO
1. Define organizational goals. Goal also known
as an objective, is a specIfic commitment to
attain a measurable outcome within a stated
period of time.
2. Define employees objectives
3. Continous monitoring performance and
progress

4. Performance evaluation

OVERVIEW 5. Providing feedback

 Process 6. Performance appraisal

 Managers and employees

 Set goals for the employees HIERARCHY OF PLANS

 Make action plans, periodically

evaluate performance and reward
according to the results

What is the first step in laboratory planning?

 Setting goals and objectives

Management by Objective (MBO)

- the process in which managers

and employees jointly set goals
for the employees , make action
plans, periodically evaluate
performance and reward
according to the results

Encourages :

 Discussion
  The mission - organization’s purpose - Short-range – strategy implementation (6
and philosophy months – 2 years)

• Objectives-It is the ultimate goal - operational or technical skill

towards which the activities of the
- middle managers (supervisory staff)
organization are directed
3. Operational Plans
• Strategies-general program of action
and deployment of resources - detailed plan used to provide
• Policies-general statement or - team, section or department
understanding which guide or channel
thinking in decision making - Very short-term ( for the next 1 week to 1
year)
• Procedures-states a series of related
steps or tasks to be performed in a - Responsibility of First-line managers
sequential way

• Rules-prescribes a course of action and

PLANNING THE LABORATORY DESIGN
explicitly states what is to be done
1. ARCHITECT- expert on lab. design
• Programs-comprehensive plan that
includes future use of different 2. PROJECT MANAGER- Communicator
resources
Concensus Builder
• Budgets-statement of expected results
expressed in numerical terms Decision Maker

3. ENGINEER- expert on Lab Systems

TYPES OF PLANS 4. ADMINISTRATION- expert on the institution’s

needs
1. Strategic Planning
5. USER GROUP - expert on the Laboratory’s
- the identification of the mission and of those Needs
objectives
6. FACILITIES REP. -expert on the building’s
- most efficient pursuit needs

- long-term goals for the next 5 years

- top managers with final authority and SPATIAL CONSIDERATIONS IN LABORATORY

responsibility DESIGN

2. Tactical Plans 1. A specimen collection area should be

planned in proximity of the ambulatory care
- action and deals with the method(s)
facility and patient entrance as possible
2. The specimen processing ( accessioning) area
should be located at or near the entrance to be
used by the phlebotomists and or other staff
bringing laboratory specimens to the laboratory

3. The specimen receiving, data processing and

reporting center serve as the hub of the
laboratory

4. Laboratory departments (such as Clinical

Chemistry, Hematology, and Coagulation) which
have highly automated instrumentation
processes and manual processes is desirable to
centralize the automated processing area.

5. Those laboratories with greater turn-around

–time (TAT) and or less volume, as well as those
requiring special safety features (such as Clinical
Microbiology, and radio assay and radio-assay
laboratories) might be removed from the
central area

6. The blood bank and the critical care

laboratory procedures should be readily
accessible to the emergency room. Operating
room, and ICU. The location of blood bank
should allow rapid access of donors and
adequate parking donors if the blood bank is
responsible for donor procurement,
phlebotomy and/ or apheresis

7. If the laboratory is serving an in-patient

population, accessibility to corridors and
elevators providing access to the main patient
care unit is essential.

8. The intralaboratory traffic flow must be

separated from the outside. Provisions should
be made for ambulatory patients and blood
bank donors coming into the laboratory