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Chapter V

Involves measuring, restraining and correcting performance to accomplish an objective as it was planted. It involves the measurement of certain elements against yardstick of standards or models which have been established and the evaluation of the work or performance of various personnel in the organization.

Pre-action control

A good control system encourages each employee to exercise self-control.

Self-control would be possible when standards of

Controlling by means of personal supervision Utilizes control checks consisting of procedures for any given task or function.

criteria for performance exists to the point where an employee knows the specific level of performance expected of him.

Post-action control
Controlling as the task or function is being performed or may have been performed and corrective deviations fro standards or plans

Determination of the standards or basis of control based on appraisal of past experience. Measurement of performance, observation, reports or statistical data. Comparison of performance with the standards, models or criteria to determine deviations or difference. Enactment of remedial measures or steps to correct deviation or errors.

Performance standards must be expressed in quantitative terms whenever possible.

May mean the average unit of output an average

employee maybe able to perform per hour, per day or per week. Determination of standards vary from one laboratory to another ranging from those based on past experience etc.

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Time and motion study maybe used to establish the man-hour standard for the performance of a given laboratory procedure
If an average med tech can do 50 differential counts a day,

we can expect that all the other med techs dong the same procedure should be able to finish 50 differential counts a day

We can say that RMT E is not efficient because his production is ten (10) units below the standard. RMT E should be encouraged or trained to increase his output. From the same illustration, we can say that RMT D is an average worker while RMT C, B, and A are above average worker

RMT A B C D E

Units per day performed 80 70 60 50 40

Rank 1 2 3 4 5

Chapter VI

Process in human relations of passing information and understanding it from one person to another. Most frequently conducted by written or spoken word
May be conveyed by gesture, lack of gesture,

manner of dressing, personal appearance and general behavior

Data generated by the laboratory has been called potential information and is not actual information until it has been utilized in patient care.

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Recommendations:

Transmission of information between or among departments

Be courteous at all times Speak distinctly and in a pleasant tone of voice. Be certain all questions and answers are clearly understood. Do not answer questions about which there is uncertainty. Do not allow delay in answering telephone .

Recommendations:

Never leave telephone unattended after call is received: if placed on hold, reassure caller at frequent intervals that attempt is being made to complete connection. When receiving calls, initiate conversation with good morning, department of laboratory. When transferring calls, inform person of callers name and department When making calls, prepare remarks with name and department Be certain all written or typed reports are neat, legible and accurate; also that they are dated and initiated or signed.

Transmission of information within the department.

Communication is better within the department

because of proximity, similar education related duties and common goals among co-workers.

Recommendations:

Recommendations:

Know the departments table organization and all communication channels so indicated. Be certain of job description and all duties set forth. Confer messages by memo if face-to-face or telephone communication is not possible.

Minimize conversations unrelated to job duties. Maintain effective contact with members of all shifts. Be constantly alert to the posting of all schedules and notices.

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Ten Commandments of Human Relations (Caltex Phil) Speak to people. There is nothing as nice as a cheerful word of greeting. Smile at people. It takes 65 muscles to frown only 15 to smile. Call people by name. The sweetest music to anyones ears is the sound of his own name. Be friendly and helpful. If you would have friends be friendly. Be cordial. Speak and act as if everything you do were a genuine pleasure.

Ten Commandments of Human Relations (Caltex Phil) Be genuinely interested in people. You can like everybody if you try. Be generous with praise. Cautious with criticisms. Be considerate with the feelings of others. It will be appreciated. Be thoughtful of the opinion of others. There are three sides to a controversy-yours, the other fellows and the right one. Be alert to give service. What counts most in life is what we do for others.

Informal talks
The most fundamental form of communication. Suitable for day-to-day liaison, direction ad exchange of information. Must provide opportunity for a two way exchange.

Planned appointments
Appropriate for regular review or liaison recurring joint work sessions, etc.

Telephone calls
Good for frequent check-up or for empathy or receiving information, instruction, data, etc.

Letters
Useful for official notices, formally recorded statements or lengthy communications even when the addressee is physically available.

Interoffice memos
Effective for recording informal inquiries or replies. Use of memos should not be overdone, or they will be ignored.

Reports
Used to convey information associated with evaluation, analysis, recommendations, etc to supervisors or colleagues Most effective when based on conferences, visits, inspections, surveys, research study etc.

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Informal staff meetings

Provides opportunity for the development of strong group cohesiveness and response. Supervisor should hold staff meetings early morning, at the end of the day or at lunch.

Mass meeting
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.

Planned conference
Relatively formal affair Participants be given time to prepare needed data, information, reports, recommendations, etc.

Bulletin boards notices

Effective for lengthy or formal announcements.

Upward communication

Posters Exhibits and display

When a subordinate communicates directly to his supervisor or superior.

Downward communication

Visual aids (films, filstrips)

When a superior or supervisor communicates directly to his subordinates.

On-the-same-level communication
Communication among peers.

Diagonal communication
When a supervisor and a subordinate not under him communicate.

Dont try to shield the boss. Dont try to over protect yourself. Dont think that the need to discuss a problem will just disappear if you dont say anything. Dont be afraid of the result of communications.

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Dont neglect to communicate because you are not directly responsible. Dont rely on someone else to send the word upward. Dont think you must have a solution before you discuss a problem Dont use upward communication to blow your horn.

Back up the subordinates decision Tell subordinates what he (the boss) expects of them and how they are going. Give recognition for work well done. Be interested in subordinate as peoplemake 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 the recommend. Have confidence in the ability of subordinates. Recognize the difficulties n getting the job done Take the responsibility rather than pass the buck Make good decisions

Be loyal to the subordinates and to the lab Welcome ideas and opinions; let subordinates have a voice in decision Dont play favorites, be fair Help subordinates in problem beyond their depth

Exchange of ideas and information Have work completed on time for the next fellow Give and take constructive criticism Keep one another informed about new procedures, policies and rules.

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Respect one anothers authority Achieve uniformity in the interpretation of policies and enforcement of rules. Try to understand one anothers problems Render necessary assistance to one another

Straighten out differences in private and among themselves rather than carry them with the boss Refrain from putting one another on the spot Practice teamwork and refrain from passing the buck Show loyalty to the laboratory and respect for its policies

Proper requisitioning procedures assures the following:

Adequate identifications of the patient and the

specimen
Indicates the measurements or examinations

desired to facilitate reporting of the results.

An additional important function is the provision of administrative and billing data.

Laboratory procedure number or other identification Identification of the patient name and hospital number Room number or address of patient Age of the patient Sex of patient Status (stat, pre-op, etc) Name of the practitioner

Date and time the specimen was collected Date and time the specimen was received Date, time and by whom the specimen was examined Condition of specimens Type of tests or procedure performed Results and date of reporting.

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Compact Consistency of terminology, format and usage of abbreviations and symbols Clearly understandable Logical and accessible location in medical chart

Statement of date and time of collection Good description and source of specimen when pertinent Sharp differentiation of reference or normal and abnormal values Sequential order of multiple results on single specimen

Identification of patient, patient location and physician Assurance of accuracy of transcription of request Ease of preparation

Telephone reports Can be given in order to facilitate medical care, particularly in an emergency situation.
A major potential source of errors and resulting

In a physicians office laboratory, only the patient, the physician, and the laboratory technologist maybe involved in the cycle. In a large medical center, however, more than 3 persons and many more steps maybe involved in completing this cycle.
With each additional step or person, an additional

medical liability.
The laboratory should require proper identification of

the person receiving the report and of the patient. The person giving the report should report the patients name, identification number and location along with the results in order to further confirm the identification.

potential source of error, confusion or delay is introduced

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First step in the cycle of physician-laboratory interaction

Encounter between the patient and the physician,

The requested measurements and/or

examinations are performed

Resulting data are processed and checked for

resulting in a decision for a laboratory test.

The physicians decision is translated into a written

validity, and a report is returned to the physician.

requisition for laboratory measurements or examinations. Following collection of the specimen by the physician or laboratory personnel, the requisition and appropriately labeled specimen are sent to the laboratory.

Many other interactions are necessary in larger laboratories.