LABORATORY MANAGEMENT
LECTURE – MLS203 | MISS HELEN NIEBRES
Management, Basic Function of
Management, Planning,
Organizing, Implementing,
Contolling
Nature of Management
Many attempts to define management into a
single sentence or phrase, however to
clearly to define just what is included in the
term “management”
Working with and through people
accomplish a common mission is usually
the core of the short description that had
been proposed.
5 ingredients or conditions necessary
for management to succeed which
includes:
1. Mission – goal that the
organization or sub-unit
expects to accomplish
2. Authority – needed to direct
the team toward the goal
3. Resources – include people,
equipment, supplies and
money
4. Responsibility – for achieving
Functions of Management
the goals assigned
5. Accountability – for using the
resources established
Concept of Management
Definition of Management
Management
 Called the “art of getting things
done through people”
 Is a distinct process consisting of
planning, organizing, actuating
(leading, implementing), and
controlling, which are performed to
determine and accomplish the
objectives using people resources
 Is the effective motivation of men
and the efficient utilization of
resources for the attainment of a
pre-determined objective
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TERM 01
 is a process which includes both
interpersonal and technical aspects
through which the objectives of an
organization are accomplished
using resources efficiently and
effectively.
 management is both an art and
science.
 it is an ART because it results in
the accomplishment of objective by
the use of human efforts. It requires
skill and careful study of its
application
 it is a SCIENCE because it is a
systematic body of knowledge. It
gathers and analyses facts and
formulates general law or principle
form these facts.
 As an art and science,
management seeks to integrate into
a unified, coordinated whole of all
essential factors that make up an
organization.
 refers to those distinctive activities
must be carried out by the manager
if the objectives of the organization
are to be achieved.
1. Planning
- is a mental effort by which
executives anticipate the
possible cause of factors that
may affect or change the
activities and objectives of a
particular organization.
- It controls the nature and
direction of change and
determines what measures or
actions are necessary to
accomplished predetermined
goals.
LABORATORY MANAGEMENT
LECTURE – MLS203 | MISS HELEN NIEBRES
- In this, efforts should include
several possible alternative
courses of action that may be
taken under varying conditions.
- Related activities are as
follows:
o Forecasting = estimate
future → vision
o Set objectives =
determine result
desired
o Develop and schedule
of programs = define
activities needed and
set time frame
o Preparing the budget =
allocate resources
o Establish policies and
procedures = establish
define course of action
and methods.
2. Organizing
- Is the group together of men
and establishing relationship
among them
- Defining the authority and
responsibility to the personnel
who are to perform the work in
order to maximum advantage of
the laboratory’s material
resources in the attainment of a
common objective.
- It includes the following
activities:
o Set up organizational
structure = identify
groupings, roles,
relationships
o Determine staff needed
and maintain staff
patterns = distribute in
areas needed
o Develop job
descriptions = define
qualifications and
functions of personnel
o Establishment of
relationship taking into
consideration principle
such as:
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 Unity of commands
(leader/chief
commands and must
be obeyed and
consulted on)
 Limited span of control
 Delegation of
responsibility
 Homogenous
assignment (rotate all
sections)
 Integration of work
3. Directing
- Refers to the way of getting all
personnel in an organization to
accomplish what management
desires
- It is telling what each man
should do and making him like
doing it
- It involves both motivation and
communication
- Includes following activities:
o Effective utilization of
executive ability
o Delegate duties and
responsibilities
o Supervise harmonize
goals and guidance
o Coordinate = unite
personnel and services
o Communicate = ensure
common understanding
various routes
o Develop people =
provide staff
development
o Decide = making
judgement
o Securing the
cooperation of all
personnel
4. Controlling
- Means checking the work
accomplished against plan or
standards and making
adjustments and correction
when new development or
unforeseen circumstances
necessitates.
LABORATORY MANAGEMENT YEAR 02
LECTURE – MLS203 | MISS HELEN NIEBRES TERM 01
- The bases for controlling are most important
standard quantity, standard Frank Developed method
quality, standard cost and Gilberth analysis. The
(1868-1915) performance
standard time. standard by College
- Three aspects are involved of American
namely planned performance, Pathologist is
measure performance and dependent on this
corrective measures and it Mary Parker Pointed out that
Follet (868- management is
includes the following: 1933) coordination
o Performance appraisal
= asses, interpret, Lyndall Introduced the role of
correct and apply Urwick management
discipline (1891- consultant and
o Determination of 1983) attempted to classify
and codify the work
performance standards done on
= specify criteria and management
standards theories
o Measurement
performance
2. Bureaucracy management
o Monitor and evaluate
- Examines the organizational
laboratory performance
aspects of the laboratory and
Major Management Theories its’ workflow to explain how
institutions functions and how to
1. Scientific management improve their structural
- A scientific or systematic process.
approach to the study of - Management principle that
organizations stem from this is the “scalar
- It states that management work principle” which deals with the
can be scientifically done to chain of command in an
increase work production output organization and states that
which includes the proper each person should have
selection of workers, training of always one boss.
selected workers and giving - Advocators of this theory are as
workers adequate tolls o start follows:
his task.
- This also applied the concept of Adam Concept of
cause and effect analysis. Smith specialization
(1723-1790)
- Important advocators of this
Peter Concept of
concept include: Drucker efficiency and
(1909) effectiveness
Frederick the father of scientific
Taylor management where
(1856-1915) he broke down each
task into segments 3. Behavioral Service
that could be analyze - Focuses of the performance
for ways to improve and interaction of people within
efficiency. the organization.
- This approach uses concepts of
Henry Fayol Management is an
psychology and sociology
(1861-1925) orderly process of
task and duties of - Prominent advocator include:
which planning is the
Elton Study the origin of this
LABORATORY MANAGEMENT YEAR 02
LECTURE – MLS203 | MISS HELEN NIEBRES TERM 01
Mayo theory, concerns about job  Is a management function that
(1880- satisfaction through provides the relationship between
1949) participation and
people and the activities that they
recognition.
Douglas Developed the will undertake as to fulfil their
McGregor assumptions of the basic organization objectives.
(1906- nature of man – states that
1964) the management involve 2
assumptions:
o Theory of X –
states that an
ordinary person Organization
is lazy, not n, not
inspired, not  Is an entity that results from people
motivated; he joining in pursuit of a common
dislike works and cause.
avoids
 An organizational system is defined
responsibilities;
he needs to be as self-contained collection of
coerced and interacting and interdependent
threatened to components, working together
work toward a common purpose.
o Theory Y – states
 It has an input (receive instructions
that an ordinary
person regards and resources from external
works as natural sources), transformation (internal
and play seeks process) and output (finished
his own products, lab results) mechanisms.
responsibilities
 The medical laboratory is an
Resis Encourage managers to
be supportive in their excellent example of an
Likert
(1903- relationships organizational system
1981)
Barnard Managers should
encourage a climate of
cooperation

4. System Analysis
- An outgrowth of management
science, which views the
organization as continuous 1. Input mechanisms
process interacting itself and - The process through which,
with its environment. needed resources are acquired
and replaced.
- Supplies, knowledge,
Organizing and Organization, machinery and labor are
Laboratory Organization Phases required by money and
replaced by delivery of
of Laboratory Procedures, Roles
services.
of Medical Technologist in a 2. Transformation
Laboratory Organization - The internal process whereby
resources received through the
input channels are converted
into the products and services
Organizing
produced by the organization
3. Output mechanism
LABORATORY MANAGEMENT
LECTURE – MLS203 | MISS HELEN NIEBRES
- The process of delivering the
goods and services produced to
the external environment.
Characteristics of Organizations
1. Holistic and synergistic with
clearly defined boundaries
- Each components acts on, and
is acted upon by other
members of the elements
procedure a holistic synergism
that makes the system greater
than its parts. Clearly defined
boundaries refers to landmarks
or label of ownership
2. Have purpose activity or primary
task
- Defined duties that are
necessary because of the
nature of the system’s products
or services
- The organization exists to
achieve a purpose. Goals and
objectives may temporarily
change; the primary task must
be accomplished if the
laboratory to survive.
Laboratories for examples are
dedicated to the delivery of
timely test results even through
they may have other functions
such as teaching students.
- The laboratory may be a poor
teaching facility but it fails in the
delivery of testing services, it is
shut down or replaced.
3. Develop into Hierarchy of
systems
- The process whereby self-
contained subsystems develop
within a parent organization,
such as laboratory within a
hospital.
- As organization increases in
size and sophistication, this
events results to the
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TERM 01
development of distinct
subsystems that develop their
own character yet remain under
the umbrella of the superior
organization.
- A hospital laboratory is an
example of specialization where
they have sections such as
microbiology, blood bank, etc.
each function by receiving and
delivering specialized services.
4. Organization operate as open
systems
- This allows interacting with the
environment by receiving and
delivering products and
services.
5. Seek a state of stability and
equilibrium
- A state of stability within and
between the system and its’
environment. Because , the
mission of the organization
defines the nature, demands
and tasks associated with
purpose will create an inertia to
develop around certain level
and task associated with
purpose will create an enertia to
develop around certain level
and tasks.
6. Self - regulating
- The feedback process by which
the system monitors
performance and provides
information to its members.
Organizational Forces Influencing
the Manager’s Job
1. External environment of
organization
- This factor is outside the control
of a manager, shaping the
character and capabilities of
institution. This includes
general economic condition,
laws and regulation, national
and local customs,
transportation routes, available
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LECTURE – MLS203 | MISS HELEN NIEBRES
work force and even weather
condition.
2. The internal culture of the
organization
- The manager can exert
influence on changing the
organizational goals, objectives
but should consider the
background of the organization
(history, lifestyle and images)
and people as well.
Organizational Structures
o A process where group is formed
including the lines of
communication channeling of
authority, span of control and
making decision
o A formal structure of the
organization which reflects the
official arrangement position and
working relationships
o Know the specific role and different
positions in the organization
o Consider also type of laboratory
according to ownership (private or
public) and according to level of
service (primary, secondary and
tertiary)
Types of Organizational Structures
1. FLAT
- Decentralized structure
- San control and authority is
widened
- There is participation in the
lower level of management
2. PYRAMID
- Centralized structure
- The manager has full control of
members
3. BUREAUCRATIC/ LINE/
HIERARCHIAL
- Oldest and simplest form
- Rule centered structure
- Associated with chain of
command
- Downward communication
4. SHAWER GOVERNANCE
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TERM 01
- Combination of flat pyramidal
type
Characteristic of Organizational
Structures
 Division of Labor
o Represent and individual sub-
unit response for a given task
 Chain of Command
o Lines indicated who reports
to whom and by what
authority
 Span of Control
o Specific group of people
who is responsible to the
number of employees who
can’t be effectively and
efficiently supervised by a
manager
 Level of management position
o top, middle, low level
 Organizational relationship
o Formal – direct relationship,
uninterrupted
o Informal – dotted line,
coordinated relationship
Forms of Organizations
1. Formal Bureaucracy ( Formal
groups)
- officially sanctioned lines of
authority assigned by the
owners of the organization
- the members of this group
knows whom they work, whom
they supervise, how their
department related to other
group and even who supervise
their boss.
2. Informal Groups
- Alliances that form outside the
boundaries of the formal
bureaucracy form the
LABORATORY MANAGEMENT
LECTURE – MLS203 | MISS HELEN NIEBRES
interaction and allegiance of
people with common interest.
This arises through the day-to-
day activities of people working
together or form social
involvement with community,
family or recreational ties.
Individuals are encourage to
work creativity together by
forming teams that develop
from the natural flow of the
work.
Formal Organizational Structures
(there are 4 factors in assessing the
structural design of an organization
namely:)
A. Design Element Factors
a. Task to be performed –
includes type of equipment,
level of automation, nature
of the product or service to
be produced
b. People involved – number
of people needed and
availability to perform the
work are very important in
an organization. Motivation
also pays a very important
factors
c. Workplace – includes the
total space available,
amount of storage room,
the visibility and
accessibility of workers,
supervisors and proximity
of test areas.
B. Design Strategies and Models
- The essence of any structural
organizational plan is the
relationship between people
within a group
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TERM 01
- From the premise, bureaucratic
and situational models fall into
two groups namely:
1. Bureaucratic models
- Maintain tight reporting ties with
each sub-unit and require that
all decisions be checked with
“headquarters” before action
can be taken. Important
features includes:
a. Modern job description
o Each job has formally
established set of
official duties
b. Hierarchy based chain
of command
c. Rules and regulations
are consistently applied
d. The system works as
its own “ formalistic
personality” without the
attachment of human
emotions
e. Hiring and firing are
based on qualifications
and performance and
the worker is protected
from arbitrary and
unpredictable whims of
any one particular
manager.
2. Situational models
- Attempt to tailor the
organizational structure of the
specific
- Job need dictated by the work
condition. Looking both the type
of work to be performed and the
ability of the staff to work
independently accomplish this
- This could be based on
technological approach
depending upon production
process: small batch
production, large batch and
long run and continuous output.
This utilizes a matrix schemes a
featured by:
a. Routine strategy – work
consist of repetitive
task and needs
LABORATORY MANAGEMENT
LECTURE – MLS203 | MISS HELEN NIEBRES
minimally trained work
force
b. Engineering strategy –
non-repetitive work that
requires independent
judgement and is
performed by a
professionally prepared
staff
c. Craft strategy – is
applied to produce
best, unique product
whereby workers are
extremely skilled
d. Discovery strategy – for
work that requires
investigation such as
the structural
development
Principles of Organizational
Structure and Authority
1. Departmentalization
- The group together of related
activities to expedite the
production process.
- This involves the concept of
specialization
- In the laboratory, specialization
can be based on such factors
as the type of specimen
received (hematology,
microbiology, urinalysis) or the
function performed (quality
assurance, safety)
2. Decentralization
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TERM 01
- Process of having the decision-
making process close to those
who are actually performing the
work
3. Unity of Command
- States that each individual has
only one boss
4. Scalar Principle
- Involves concept of chain of
command and career leader.
- Workers should know whom
they report
5. Span of Control
- Number of individual one
person can effectively
supervise within the limits
specific work conditions
6. Exceptions Principles
- Allows the manager and staff to
do their job without having to
check with supervisor about
every details
- This gives freedom to manager
and employees to get the job
done rather than write reports
and attend unnecessary
meetings
Concept of Authority
- The empowerment by formal
job classification of an
individual to make
commitments and act on behalf
of the organization to decide
how resources, rewards and
penalties are used to ensure
the designated goals and
responsibilities are achieved.
- In short, it is the Power to Act,
Authority and responsibility
should go hand-in-hand to
ensure harmonious flow od
organization energy toward
completion of its task and
mission
Types and Roles of Authority
1. Line Authority
- Authority taking the straight-line
route from administration to
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LECTURE – MLS203 | MISS HELEN NIEBRES TERM 01
department head, to supervisor
to the staff.
- This type of authority is
assigned through the formal
bureaucratic process
- Ex: supervisors have line
authority over the subordinates
2. Staff Authority
- Exercised through such staff
departments as the business
and personnel departments –
those that provide supportive
services in a more direct
fashion.
- This type of authority the
personnel office exerts  Pre-analytical
3. Functional Authority o First phase in the
- Exercise control within the laboratory
boundaries of profession’s o Handling specimen issues
speciality. o Handling and identification
- This type of authority is shown o Allowing problems or errors
by when physicians write to travel further
prescription “downstream”
 Analytical / Analytic
o Second phase
o Include “actual” laboratory
testing
o Diagnostic procedures,
processes and products
 Post-analytical
o Final phase
o Culminates in the
productions of a final value,
results, or in a case of
histology and a report.

Roles of Medical Technologist in a

Laboratory Organization
- The medical technologist must
be able to perform routine
laboratory testing in accordance
to standard laboratory methods
or procedure
- He/she must capable of solving
strategic problems as to
technical, administrative and
research work
- He/she must be involved
community based research with
other health professional
LABORATORY MANAGEMENT
LECTURE – MLS203 | MISS HELEN NIEBRES
- He/she must follow strictly
Medical Technologist code of
ethics
Principles of Leadership,
Leadership Styles, Leadership
Methods
Principles of Leadership
1. Division of work
- is willingness to work.
2. Authority and Responsibility
- is the right to be respected by
the people.
- One should be responsible in
doing the task.
3. Command Responsibility
a. Respondent Superior- the
leader is responsible for the
action of his subordinates.
b. Respondent Inferior- the
individual is responsible for
his own actions.
4. Unity of Command
- is having only one superior or
one boss.
5. Chain of Command
- scalar arrangement of persons
to whom responsibility passes
in hierarchical level.
6. Centralization
- the leader has the power to full
control the people under him.
7. Communication
- ability to communicate
effectively (superior-
subordinate).
8. Stability of tenure
- is to maintain a position and not
to be dismiss without reason.
9. Renumeration of Personnel
- refers to salary and fringe
benefits.
10. Equity and Justice
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TERM 01
- everybody must be treated
equally.
11. Esprit d’Corps
- establishing a spirit of
camaraderie and cooperation,
establishing a good working
relationship.
12. Discipline
13. Unity of Direction
14. Subordination of individual
interest to general interest
Personal Traits of a Leader
L- Leads, love, learns-ability to provide
input and output to clients
E- Enthusiastic, energetic-ability to work
and willingness
A- Assertive, achiever, know your right;
have plans to do things with a purpose
D- Dedicated, desirous- commitment to
practice med-tech; accept reality
E- Effective, efficient; - ability to do right
thing and to do things right
R- Respectful and Responsible
Types of Leader
1. Formal
- appointed, elected. Designated-
chosen by the administration or
a group which are given the
official capacity to act because
they are qualified.
2. Informal
- don’t have official appointment
or designations.
Functions of Leader
1. Achieves consensus within the group
about its goal.
2. Maintains a structure that facilitates
accomplishing the goals.
LABORATORY MANAGEMENT
LECTURE – MLS203 | MISS HELEN NIEBRES
3. Supplies necessary information that
helps provide direction and clarification.
Leadership Behavior
1. EMPLOYEE ORIENTED
- where managers has strong ties rather
than in production work.
2. PRODUCT ORIENTED
- emphasize the high productivity at the
expense of all other factors.
3. STRUCTURE ORIENTED
- where the manager directs the staff toward
getting the work done; paying attention to
assigning particular tasks, specifying and
clarifying what is expected of subordinates
and the uniformity of the procedures to be
followed and personally deciding what and
how work will be done.
4. CONSIDERATION ORIENTED
- shown by managers’ effort to explain their
action, treat worker as equal listen to
subordinates’ concerns, look out of their
personal welfare, give advance notice f
changes and generally, friendly and
approachable.
5. MANAGERIAL GRID
- a graphic depiction of leadership styles in
relation to concern for people
(consideration) and production (structure).
6. PYGMALION EFFECT
- A theory which holds that people
(students, employee tend to act in the way
hey are expected to act by their leader
(parents, teachers, supervisors). Students
tend to learn and perform in the manner
anticipated by their teachers. This applies
McGregor Theory X and Y theory.
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TERM 01
Theory X- managers believe that people
are inherently lazy and dislike work, with no
ambition and must be coerced int
performing their duties by constant
supervision whereas
Theory Y- managers believe that is a
natural part of life and people have high
degree of ingenuity and creativity; are self-
learners, seek responsibility for their
performance and exercise self-control. In
addition,
Theory Z as proposed by Ouchi states that
managers assumed that people are self-
controlled and self-regulated, characteristics
of workers contained in theory Y and that
productivity and rewards are not the only
objectives but issues such as the quality of
their work is crucial to their motivation.
Situational Leadership Models
1. CONTINGENCY MODEL
- proposes that the success of a manager
as a leader is contingent on two factors; the
leadership style of the manager and the
favorableness of the leadership situation.
The effective leader must be able to
analyze the situation and develop a
satisfactory strategy for intervention.
2. CONTINUUM OF LEADERSHIP
- a model ranging from a completely
autocratic to democratic type. Holds that
manager could move along this continuous
line, adjusting their leadership style to fit the
situation. It recognizes the following types of
leadership;
a. Boss centered (autocratic) leadership-
total use of authority by the manager, Self-
centered.
b. Equilibrium (democratic) shared boss
subordinate leadership- manager makes
the decision but seeks support and approval
from subordinates.
c. Subordinate centered leadership-
manager gathers the data and defines the
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LECTURE – MLS203 | MISS HELEN NIEBRES
problems, then seeks suggestions and
recommendation for solutions before
making a decision.
d. Laissez Faire Style- the manager has
deserted all responsibilities for productivity,
allowing the workers absolute freedom in
setting their own performance standards.
Permissive type; decides on their own, do
as you wish.
3. NORMATIVE theory
- also referred to as the Vroom-Yetton
decision model provides normative
guidelines and recommendations for the
way a leader should make decisions in a
specific set of workplace conditions. This
theory proposes that managers are capable
of adjusting their leadership style to meet
the particular circumstances of a given
situation.
Accrediation of Clinical
Laboratories in the Philippines,
Joint Commision International
Accreditation, Management and
Leadership Standards, Human
Resources Infarastructure and
Laboratory Equipment
In order to assure the reliability of the
results of laboratory services, clinical
laboratories are regulated in the Philippines.
This started with the passage of the Clinical
Laboratory Law in 1965, which required the
Licensing of clinical laboratories by the
Bureau of Research and Laboratories,
Department of Health (BRL, DOH) before
they can operate. Standards were set for
the various types of laboratory services. In
1988, the minimum standards of laboratory
services were formulated for three
categories, ie, primary, secondary, tertiary
categories. Subsequently, to permit clinical
laboratories to offer ‘special service’,
accreditation of clinical laboratories for
Residency Training Program in Anatomic
YEAR 02
TERM 01
and Clinical Pathology. The following year
after the passage of Medical Technology
Law, the BRL, DOH began accrediting
clinical laboratories that trained Medical
Technology interns. A few years later, the
BRL, DOH started to accredited clinical
laboratories who did Water Analysis. In
1989, after realizing the serious implication
of HIV Testing, The DOH mandated the
BRL, DOH to set standards for clinical
laboratories performing HIV Testing. In
1998, upon request of the Philippines
Health Insurance Corporation (PhilHealth),
the PSP formulated and submitted
standards for the accreditation of clinical
laboratories, both hospital and free-
standing, for reimbursement of fees for
laboratory services rendered to patients
enrolled in the PhilHealth social insurance
program. In 2000, the Philippine Council for
Accreditation of Healthcare Organization
(PCAHO) approved the standards for
accreditation of Hospitals for the provision
of quality medical services. Included were
the standards for the Department of
Pathology.
Joint Commision International
Accreditations (JCIA)
- Joint Commission International
(JCI) was founded in the late
1990s to survey hospitals
outside of the United States.
- JCI, which is also not-for-profit,
currently accredits facilities in
Asia, Europe, the Middle East,
and South America.
- A count of JCI-accredited
hospitals worldwide (as listed
on the JCI website till 2015)
shows 820 hospitals in 47 &
above countries.
- 21 hospitals in India
WHAT IS JCI? HOW IS IT GOOD FOR US?
- JCI stands for Joint
Commission International
- It is US based, not for profit
accreditation body, which sets
and addresses standards for
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the healthcare providers level of
performance in key functional
areas, such as patient rights,
patient treatment & infection
control
- JCI’S mission is to improve the
quality of healthcare in the
international community by
providing worldwide
accreditation services
- JCIA is an initiative designed to
respond to a growing around
the world for standards- based
evaluation in health care.
HOW WILL IT HELP US?
- JCI standards would lead us to
improved patient care, safety &
path of continuous quality
improvement.
- This would strengthen patient,
third party and insurer
confidence and would provide
us a competitive edge
- JCI accreditation is the gold
standard for quality as it reflects
the provision of the highest
level of patient care & patient
safety
JCI ACCREDITAION. JCI accredits 8 types
of healthcare programs:
1. Hospitals
2. Academic medical center hospitals
3. Ambulatory care facilities
4. Clinical laboratories
YEAR 02
TERM 01
- Consists of four sections
- Section 1 consists of
accreditation participation
requirements APR
- Section 2 Patient centered
standards
 1. IPSG
 2. ACC (Access to care and
continuity of care)
 3. PFR (Patient and Family
Rights)
 4. AOP (Assessment Of
Patients)
 5.. COP (Care of Patients)
ambulatory
 6. ASC (Anesthesia and
Surgical Care)
 7. MMU (Medication
Management and Use)
 8. PFE (Patient and Family
Education)
- Section 3 consists of Health
care organization management
standards
 9. QPS (Quality
improvement and
Patient Safety)
 10. PCI (Prevention
and Control of
Infections) laboratory
 11. GLD (Governance,
Leadership, and
Direction) for hospitals
and academic medical
institutions

5. Home care facilities - 5th Edition of the Hospital

6. Long term care facilities Standards contains
 285 Standards
7. Medical transport organizations  1160 Measurable
Elements
8. Primary care centers
 4th Edition of the Hospital
Standards
JCI 5th Edition  Contains 320
standards
- Effective from 1st April 2014
LABORATORY MANAGEMENT
LECTURE – MLS203 | MISS HELEN NIEBRES
 Over 1200 criteria
measured during
the
survey/evaluation
process
Revision of Standards
The standards will be revised and published
at least every 3 years
JCI survey methodology
 Thorough survey becomes
Operational:
o Typical survey team
consists of a physician,
nurse, and administrator
o Surveyors evaluate various
units within an organization
and meet to discuss their
finding
o Surveys conduct a
complete system analysis
on integration and
coordination of care
processes
ACCREDITATION SURVEYS
- Interview with staff & patients &
other verbal information
- On-site observations of patient
care process by surveyors
- Policies, procedures, clinical
practice guidelines, and other
documents provided by the
organization
Scoring the Survey Results
- Each standard must have a
scoring of at least 5
- Each chapter must have a
score or at least 8
- All standards must together
average for at least 9
YEAR 02
TERM 01
- All measurable elements are
averaged to obtain the score for
the standard
Scoring survey results
- Each Measurable Element (ME)
is scored
o Met (10)
o Partially Met (5)
o Not Met (0)
- All standards are averaged to
obtain the score of the chapter
- All chapters are averaged to
obtain the overall score
IPSG International Patient Safety
Goals
GOAL 1
- Identify patients correctly
GOAL 2
- Improve effective
communication
GOAL 3
Improve the safety of high alert medication
a. IV potassium chloride = or > 2 meq
concentration
b. sodium chloride >0.9%
c. Magnesium sulphate = or >50%
concentration
c. Potassium phosphate = or > 3mmol/ml
concentration
GOAL 4
- Ensure correct sie, correct
procedure & correct patient
surgery
GOAL 5
LABORATORY MANAGEMENT YEAR 02
LECTURE – MLS203 | MISS HELEN NIEBRES TERM 01
- Reduce the risk of healthcare  We lead and manage
associated infection our families
 We lead and manage
GOAL 6
our ministries
- Reduce the risk of patient harm  We lead and manage
resulting from falls our relationships
 We lead and manage
our communities
- Everyone, regardless of role,
plays the part of a leader and
manager.

Leadership vs. Management

PIPELINE CARRYING COLOT CODES
As per BIS (Bureau of Indian Standards)
 Oxygen- yellow line & white strips
 Vacuum- blue & black strips
 Air- blue & white & black strips
 Nitrous oxide- yellow line with dark
blue strips
 Dry nitrogen- yellow with light green
strips
 ENTONX- blue & white strips
 Carbon dioxide- yellow with ash
strips
 Calibration gas- white & red strips
The main difference between leaders and
managers is that…
- Are the terms the same or
different? We tend to use them
interchangeably.
- Management is the process of
planning, organizing,
implementing, coordinating,
and controlling activities
- Leadership is the ability or
quality to motivate and inspire
others to achieve a desirable
goal.
- Bottom Line: leadership is a
QUALITY… management is a
PROCESS. They are two
different capabilities.

- LEADERS have people follow

them
- MANAGERS have people who
work for them

The Learning Curve

- Management is a process
 You can learn the
Leadership & Management 101 steps in the
Why Leadership & Management? process and
become more
- Leadership and management effective
are roles that we assume every - Leadership is a quality or trait
day  You can learn and
adapt the traits of
LABORATORY MANAGEMENT YEAR 02
LECTURE – MLS203 | MISS HELEN NIEBRES TERM 01
effective leaders to Becoming More Effective
become a more
effective leader - Study and learn the SKILLS of
Effective Managers
SKILLS of Effective Managers  Plan, organize,
delegate, control
- Planning & Organization
- Emulate the TRAITS or
 can plan, organize, delegate QUALITIES of Effective
and control multiple activities Leaders
- Execute a Vision  Be open, honest
 able to break down a & full of integrity
strategic vision and use as a  Maintain a vision
roadmap for the team
 Exercise superior
- Direct day-to-day efforts judgment
 able to plan and organize  Inspire people
resources and anticipate needs around you
- Comfortable with Details  Have a bias for
 establishing work rules, action
processes, standards, and  Develop superior
operating procedures
communication
- Performance & Results
 good at getting things done skills
on time and within budget

TRAITS of Effective Leaders

- Honesty & Integrity

 crucial to get people to
believe and buy into the vision
and goals
- Vision
 ability to know where you
are, where you want to go and
chart a path for the future
- Superior Judgment The Heart of a Leader
 able to make the right
decisions - The Heart of a Leader is
- Inspiration EMPATHY
 able to inspire a team and - Be human. Practice effective
ensure that they understand human relations by
their role in the bigger picture
remembering these MOST
- Uncomfortable with Status
Qui IMPORTANT WORDS…
 need to do things differently  6 most important
and courage to think outside words: “I admit I
the box made a mistake.”
- Superior Communication  5 most important
Skills  able to keep team
words: “You did a
informed about where they are,
where they are heading and good job.”
roadblocks along the way
LABORATORY MANAGEMENT
LECTURE – MLS203 | MISS HELEN NIEBRES
 4 four most
important words:
“What is your
opinion?”
 3 most important
words: “If you
please”
 2 most important
words: “Thank
you”
 The most
important word:
“We”
 The least
important word:
“I”
Leadership Questions
- Are effective leaders BORN or
MADE?
 Are they a product of
heredity or environment?
 YES: Effective Leaders are born
and made.
Human Resources, Infrastructure,
and Laboratory Equipment
Orientation is only the stand of the
relationship between the individual and the
organization. The supervisor and the
personnel department have the
responsibility to ensure the wellbeing of this
association and the productivity and
coherence of the work force. This activity is
referred to as human resource management
and consist of the following components:
1. Wage and Salary Administration
Compensation is the most visible
aspect of the personnel process. Both
the institution and the employee are
reminded of this fact every payday. The
goals and objectives of the wage and
salary administration programs include:
YEAR 02
TERM 01
a. Recruiting a highly skilled and
qualified staff.
b. Maintaining a sable workforce
c. Maximizing productivity through
incentive plans that reward desired
behavior
d. Controlling labor costs
e. Complying with legal regulations
f. Meeting social and cultural
expectations and goals.
The total compensation package
consists of three elements; the actual
paycheck, the benefit package, and the
prerequisites associated with the
position. The paycheck represents the
amount of money the employee can
take home. Benefits are an important
part of the total compensation package
and are supplements to the cash
payment of salary and wages Some are
mandated by law (SSS. Insurance) and
others are offered as a means of
providing increased employee security
and making the company a more
attractive place to work. Organizations
frequently provide the following
benefits:
 Medical, disability and life
insurance
 Retirement plans including
contributions from both
employer and employee
 Paid time off for sickness,
vacations, holidays, and
continuing education
 Tuition reimbursement.
Certain prerequisites (“perks”) are also
given as part of total compensation
package. This includes Job title, private
secretaries, use of a company car:
offices with new and attractive furniture,
a personalized parking place and even
country club membership.
LABORATORY MANAGEMENT
LECTURE – MLS203 | MISS HELEN NIEBRES
 Minimum wage rate  Currently set
at 360 per day; some require a
higher rate
 Overtime pays, this includes the
following:
1. 40-Hour Rule  Wage and
hour laws that require
employers to pay over-time to
employees who work more than
40 hours in a 7 -day calendar
period.
2. 8/80 Hour Rule  A special
provision to the wage and hour
law that allows health care
employees to work extended
periods of time outside the 40-
hour rule and sets overtime pay
when they exceed 80 hours in a
2-week calendar period or work
more than 8 hours in a single
day.
Other provisions allow some employees
to be exempt from being paid overtime
such as relating to the professional
status of the job (e.g., physician.
attorneys). the level of salary paid. and
the amount of time spent in supervisory
or staff level work.
Job Evaluation
Job evaluation is one tool used to
determine the relative worth of job. The
four most common method for
conducting a job evaluating are as
follows:
1.) Job Ranking
 each job is ranked
subjectively according to the
weight given to work by the
person doing the judging. The
number of employees is given
the highest priority.
2.) Job Grading or Job
Classification
 This method classifies job
according to a predetermined
scale. This scale ranges from
work considered simple and
YEAR 02
TERM 01
repetitive to work believed to be
highly complex.
3.) Point System
 This method is the most
popular because it attempts to
consider all the component of a
job comparing one job to
another. The typical model
allocates points to four broad
groups of factors skill: effort,
responsibility and working
condition These factors are
then broken down into sub-
factors. For example, skills can
have pints assigned to sub-
factors such as experience,
creativity, and training.
4.) Factor comparison
 This method focuses on
determining the relative worth
of a job by comparing it to other
jobs in the organization on a
scale that assigns a monetary
value to each factor and is then
totaled to give the wage rate for
a specific job. Following is an
example of how this system
might appear.
2. Staffing and Scheduling
Staffing is the setting of long-term
goals and objectives for the number
and types of personnel needed to meet
the labor requirements of the
laboratory. This includes types of
personnel needed, staffing levels: and
performance training and workload
projections.
STEPS IN THE STAFFING
PROCESS:
1. Determine the number and type
of personnel needed, the types
LABORATORY MANAGEMENT
LECTURE – MLS203 | MISS HELEN NIEBRES
of personnel needed to staff a
laboratory depends on:
 Testing volume or workload
 Analytical throughout or
turnaround time
expectations
 Equipment,
instrumentation, and
computer technology
available (i.e., testing
methodology)
 The technological and
analytical complexity of the
procedures being
performed.
 The amount of supervision
and support available to the
persons actually performing
the Tests.
2. Recruiting
3. Interview
4. Induction/Orientation
5. Hiring  pre-employment
testing, physical exam
(mandatory), selection/
placement and evaluate for
permanent position.
Scheduling is matching the people
presently working in the laboratory with
current workload requirements. Issues and
factors influencing schedule decisions are
availability of staff, type and volume of work
performed and the workplace.
Steps in making a schedule
1) Select type of schedule 
Schedule can assume any of
several formats such as:
a) A format that simply lists
attendance. showing who is
working and who is off.
b) Work assignments. which give
the station or section or section
in which the laboratorian is to
work on a particular day.
c) A combination. which lists both
attendance and work
assignment. This is
accomplished frequently by
YEAR 02
TERM 01
modifying the attendance
schedule with a code depicting
the place person is assigned to
work.
2) Establish staffing levels  The
staffing requirements for a shift is
as follows:
Te Phle Cl
ch boto eri
s mist cal
Weekd 5 2 1
ays
Weeke 4 2 0
nd/
holiday
s
The techs are all generalists. including both
the assistant and the shift supervisor.
3) Develop staffing pool  There are
five full time and three full time
phlebotomists assigned to the shift
who routinely work every other
weekend, along with one full time
clerical worker who covers the
weekdays. There are also three
techs and two phlebotomists who
usually work every other weekend
in addition to several weekdays.
The supervisor must compete other
sections for additional needed
personnel from the part-time pool
employees on the laboratory
rooster.
4) Determine format, terminology, and
schedule keys  Acronyms,
symbols and marks used in
schedule vary' according to the
institution. Some laboratories use a
letter to designate the work
assignment for example C for
chemistry, H for hematology, B for
blood bank and U for urinalysis.
Other symbols include:
X = scheduled to work
O = scheduled off
V = schedule paid time Off
LABORATORY MANAGEMENT
LECTURE – MLS203 | MISS HELEN NIEBRES
S = shift supervisor
F = Float- A floater is a
person who is able to work
in many sections of the lab
and is assigned according
to fluctuating and hourly
workload needs whereas
professional extenders are
technical and clerical
assistants who do tasks
traditionally performed by a
professional.
5) Set posting Time frame 
Schedules are frequently posted for
either 1 month or 4 weekends. The
4 weeks format is easy to read and
fill out because the weekends and
the days of the week always follow
the same pattern. Monthly
schedules are also popular
because they follow the calendar.
Whatever the format selected, the
final schedule should be posted at
least 2 weeks prior to the end of the
current cycle to allow the staff to
plan accordingly.
6) Skeleton stage  The Skeleton
schedule is a working draft that
includes weekends and requested
time off. It should be advance as
much as possible; even three
months ahead. It can serve as a
working document in which
supervisor notes any changes and
requests that will influence the final
schedule.
7) Routine stage  This phase
normally follows a set pattern of
marking X and O as follows:
a) Fill in the Off days (O)
b) Fill in the set workday schedule
(X)
c) Fill in part time personnel who
can work a variable schedule
according to need.
d) Compare the schedule at this
stage with the staffing
YEAR 02
TERM 01
requirements and identify any
gaps in coverage.
8) Filling the gaps  No matter how
well the manager plans for staffing
needs, unanticipated scheduling
slots need to be filled- These can
be caused by unexpected
resignations, dismissals, last minute
requests for time off and illness.
Some suggestions for completing
the schedule and filling in the gaps
include the following:
e) Part-timers  check with part
timers to see if they can work
any of the open days or adjust
the schedule of time employees
to match the staffing needs.
These adjustments may be
changed in preference, days off
or shift.
f) Volunteers  seek volunteers
who may be willing to work an
unusual schedule for a short
time or who will work an extra
day.
g) Overtime  use overtime only
if you must. Heavy dependence
on overtime is a sign of poor
personnel and staff
management. Overtime is
viewed as an immediate
solution to an urgent staffing
problem such as when people
call in sick at the same time.
This is necessary when there is
an acute shortage of staff.
9) Computer programs and posting 
The final step is posting the
schedule for the next period.
Making the schedule available
ahead of the starting date enable
both the employee and the
supervisor the chance to find and
correct any deficiencies. Computer
programs are available for
preparing a schedule.
3. Staffing and Scheduling
LABORATORY MANAGEMENT
LECTURE – MLS203 | MISS HELEN NIEBRES
4. Labor Relations
This refers to the company’s dealing
with labor unions. Labor relations
encompasses the way an organization
views and treats its employees
particularly the way it handles
grievances and applies its policies in a
fair, equitable, and consistent manner.
“Open shop” means that the employees
do not need to be members of a union
to work there. “Closed shop” means
that union membership is required.
Appraisal of Job Performance
 Evaluate the performance of the
staff based on established criteria
and standards.
 It is considered with both strength
and weakness of the staff.
 It assesses, interpret, correct, and
apply discipline
An important part of employee development
is feedback, whether negative or positive.
This can be accomplished thorough random
meeting, memorandum to the full or through
a structured evaluation system. The latter
offers the opportunity for the employee and
supervisor to take time to review past
performance, as well as to project future
expectations. It provides the framework
within which constructive criticism can be
given and provides the vehicle by which
relationships can be refined. For fairness
and uniformity. The format should be used
for all employees. The most frequently
measured areas are the following:
1. Adaptability
 the employee's ability to change
behavior. attitude and work
methods to meet demands of the
situation.
2. Attendance
 faithfulness in coming to work
and co-forming the assigned job
duties.
3. Quality of work
YEAR 02
TERM 01
 accuracy thoroughness and
precision of work performed.
4. Job knowledge and skills
 the employee's use Of his
training and experience in
performing the assigned job duties
5. Quantity Of Work
 amount of work performed in
comparison with normal amount
expected
6. Work relationships
 Quality Of relationship with
coworkers, supervisory staff,
patients, and the public.
7. Initiative
 extra effort
8. Responsiveness
 how quickly an individual
accomplishes an assignment. Each
employee should be evaluated at
regular intervals in most
laboratories, this is done on a
yearly basis usually on the
employee's hiring date.
In Service Continuing Education
Because of rapidly changing nature
of laboratory medicine, it is also desirable to
have a regular continuing education session
for laboratory staff. The laboratory staff can
develop this and the head of the laboratory
with outside participants are needed. In
addition: the staff should be given time. and
encouraged to attend appropriate medical
staff meetings in the institution as well as
continuing education programs in the
laboratory medicine elsewhere.
Documentation of attendance at such
meetings, as well as topics covered should
be maintained to meet accreditation
requirements.
Staff Meetings
Intra-laboratory communications
are enhanced, and crisis minimized
regularly scheduled meetings of laboratory
meetings of laboratory heads, associates,
supervisors, and staff are held. Meetings of
LABORATORY MANAGEMENT
LECTURE – MLS203 | MISS HELEN NIEBRES
the supervisor and the head should be held
weekly to discuss administrative,
professional, and technical problems. The
meeting is also a forum to discuss
problems, new policies, and procedures,
and for planning. Such teamwork in the
laboratory and to bring problems to light
before the become crisis.
Personal records
All institutions maintain some
personnel records on employees, but the
laboratory may wish to keep a duplicate set
of records for their use. If so, consideration
should be given to what information should
be, and legally can be kept in these records.
Discipline and Dismissal
Some employees will fall short of
expected standards. When this situation
arises, decisive action is imperative.
No action is not an acceptable
approach how much to take will depend
upon the type of infraction and the
circumstances surrounding it.
Some examples of failures of performance
of duties requiring disciplinary action are:
1. Inefficiency in the performance of
duties (incompetence)
2. Negligence in the performance of
duties
3. Physical or mental incapacity for
performing
4. Habitual improper use of sick leave
privileges
5. Failure to maintain satisfactory and
harmonious working relationships
with the public and fellow
employees,
All of these have in common the
failure of the employees to meet
standards related to the quality of
work.
When a disciplinary action becomes
necessary because of failure of
performance of duties, the following steps
are usually considered essential.
YEAR 02
TERM 01
1. An oral warning (memorandum for
record maintain in the department)
2. A second oral writing with a follow-
up letter to the employee. A re-
evaluation of the employee’s
performance should be made in a
specified period of time, this
evaluation serves as a method to
rescind the previous action (by
written notice to the employee) or, if
warranted, to move the disciplinary
action to the next step.
3. A written final warning to the
employee. An evaluation of the
employee’s performance should
again be made prior to a maximum
of sic months. At the time, the
decision is made to rescind the
previous action or to proceed with
disciplinary action, which may
include the dismissal.
4. The notice of dismissal should be in
writing and should inform the
employee of the reason for
dismissal and the method of
appeal, which may include
dismissal.
Some examples of job-related personnel
conduct requiring disciplinary action:
1. Conviction of felony
2. Willful damage, destruction, or theft
of property
3. Falsified job information to secure a
position
4. Possession of unauthorized
firearms or lethal weapons on the
job
5. Insubordination
6. Reporting to work under the
influence of alcohol or non-
prescribed drugs, or partaking of
such on the job.
Because of the seriousness of such
acts, laboratory head or supervisor may
elect to recommend dismissal of the
employee immediately rather than
following the sequences noted above.
LABORATORY MANAGEMENT
LECTURE – MLS203 | MISS HELEN NIEBRES
In most hospitals, however, the
procedure for such dismissal would
include consultation with the personnel
department.
CORRECTIVE ACTION AND DISCIPLINE
STEP PROGRAM
The key to an effective corrective action
and discipline program, is Fairness— a
thorough investigation of the cause of the
problem (whether technical, work,
environment. Schedule disruptions or
personal), combined with the helpful spirit of
offering whatever assistance and guidance
may be appropriate to the situation.
Details on a corrective action and
discipline step program that many
managers have found us useful are as
follows.
1. Awareness
- Informally, make sure
employees aware of problem
and check to see if any
assistance is needed.
2. Troubleshooting
- Informally, at the supervisory
level, talk with employees about
the problem, attempting to
identify the causes and offer
assistance in correcting the
situation.
3. Verbal Warning
- A formal counseling session, by
either the immediate
Employee is suspended for two
days without pay. with supervisor or
laboratory manager about the
serious nature of the problem; offer
assistance, guidance and plan of
action are continuously reviewed.
4. Written Warning
- A formal counseling session,
where the employee is giving
written notice that specify'
behavior cannot continue, with
warning of further action if
behavior is not corrected.
YEAR 02
TERM 01
Assistance, guidance, and plan
of action are continuously
reviewed.
5. Suspension
- warning of possible dismissal if
problem is no corrected.
Assistance, guidance, and plan
of action are continuously
reviewed.
6. Dismissal
- Employee is dismissed.
Separation and Employment Termination
This is the final aspect of the
personnel process and employment cycle
that concludes the formal relationship
between the employee and the
organization. It maybe either voluntary, as
when an employee retires or accept a
position at another laboratory, or
involuntary, such as disciplinary dismissal
or layoff resulting from a hospital wide
reduction of personnel.
This stage includes the routine
paperwork associated with removing the
person from the payroll and maintaining the
records for any possible future use. Many
companies have a policy of verifying only
dates of employment and, possibly salary
levels because of threats of litigation arising
over an evaluation giving about work
performance.
Exit interviews may be conducted
during the final week of employment as a
method of identifying why personnel are
living the organization. The information
gained from these interviews may be used
in assessing the overall efficiency of the
organization human resource management
system with the performance appraisal
system, working condition, fairness of
company policies, general attractiveness as
a place to work and the perceived equity
and competitiveness of the wage, salary,
and benefit plans.
LABORATORY MANAGEMENT YEAR 02
LECTURE – MLS203 | MISS HELEN NIEBRES TERM 01