LABORATORY MANAGEMENT Vision

SCIENCE - ideal, not realistic

- this is a phenomenon that could prove and disprove • Includes strategic decision
o Desired result → goal
2 COMPONENTS TO BE MANAGED IN THE
o Gathering information (internal and
LABORATORY
external factor)
- men and things o Ask experts
o Back-up plan
*we use “PREPARE” if an event may or may not happen*
Approaches to Planning
Leadership VS MANAGEMENT
1. Strategic
• Leadership provides the direction of where one
(or an organization) is going, whereas • Top management (could be attained in a longer
management provides the “road” to get there. span of time)
The adage, “If you don’t know where you are
2. Tactical
going, any road will get you there,”
• illustrates why leadership must be visionary and • Middle management (1-3 years)
must set clear goals with strategic objectives.
3. Operational
• Effective management uses certain talents to
work with people to get things done. • Low management (immediately)
• It requires an optimal mix of skilled personnel, • Uses information from tactical planning
dedicated people, and task-oriented leaders to • They execute plans
achieve these goals. These skills fall under four • Creates timeline in specific strategic goals
primary management functions:
Phases in Planning
(1) planning and prompt decision-making
1. Thinking about the DESIRED RESULT – “start with the
(2) organizing end in mind”
(3) controlling/ activating - goals → mission
(4) leading/directing 2. Take stock – gather information (internal and
(5). Decision Making external factors/environment)

• Leadership is a pattern of behaviors used to • environmental scan – capability

engage others to complete tasks in a timely and • 5M (money, manpower, materials, machinery,
productive manner. One model of leadership methods (SOP))
describes four key leadership styles: supporting, 3. Analyze Situation
directing, delegating, and coaching.
• Good management uses, in the most efficient • Environment (internal and external)
and effective manner, the human, financial, SWOT – Strength, Weakness, Opportunity, Threat
physical, and information resources available to
an organization Helpful Harmful

FOUR FUNCTIONS OF MANAGEMENT Strengths (internal) → Weakness

• Skills • Limits work
PLANNING • Things you do • What you lack
• Have a goal/goal setting well • Resource
• Advantages • Disadvantage
• It has vision – what you see in the future
• Continuous process
 • Quality that Why do we write?
separates you
from others • It will make you remember and you can
• Internal change whatever you wrote
resources
• Material assets • Written document should be circulated
(intellectual along the whole organization
properties)
8. Acknowledge Completion
•
Opportunity (external) Threats • Often forgotten by organization
• Improvement of • Competitors • Celebrating success
organization • Negative • Recognize the contribution of each member
• Gives advantage feedback
• Everybody should be included in that success
• Media coverage • Weather
• Should not be ignored for it undermines the
4. Finalize/Establish Goals
effort done by a member
- more analysis (specially sa threats to be able to finalize
Problems that Arise from Non-Recognition
the goals)

5. Establish Strategies and Objectives • Apathy – lack of enthusiasm which leads to

• Affordability – kaya ba ng budget mo, will you
be able to sustain suspenses, capital
• Practicality – do you really need to establish
laboratory at a certain place
• Efficiency – are we able to perform the task that
are needed in laboratory
• Sustainability – business die natural death
because of inability to sustain
6. Associate Responsibilities with Timeline
• Should be inclined to objectives made
• Tabulated
emptiness
• Skepticism – from apathy, feeling of being
useless, no longer improve
• Cynicism – distrustful, may doubts na, sincerity
is gone
GUIDELINES IN MAKING THE PLAN
1. Involve the right people – each member has their
own function, strength, weakness, skills
2. Write down the Planning Information –
communicate it widely, inform everybody
3. Setting Goals

Objectives Point Person Logistics Result S – Specific (has particular modifyers ang
(Key Result (responsible (thing objectives)
Area) to lead) needed to
achieve goal) M – Measurable (how long, when)
1. IT Graduate Budget, what you are A – Acceptable (attainable)
Advertise gadgets, able to cover
tarpulin R – Realistic (useful to you and others)

T – Time-bound (important factor in completing the

objective, timeframe)

E – Extending (goes beyond capabilities of

7. Write and Communicate a Plan Document performer)

• Members of the organization will not be R – Rewarding

confused on what and how they should S – Satisfying
perform in the laboratory
T – True to your Passion
Organizing Decision Making

• Putting things in order ▪ The cognitive process resulting in the

• A systematic process of structuring, integrating, selection of a belief or a course of action
coordinating task goals and activities to among several alternative possibilities
resources in order to attain objectives
Major Theories of Management
• Relationship of all the shits
1. Taylor’s Theory of Scientific Management

By Frederick Taylor (1856-1915)

“The Father of Scientific Management”

You don’t start from doing nothing but from

experiences

Industrial Era

Activating a) Competition
b) Analysis
• Putting into motion the resources organized c) Empiricism – generalization of work gender
based on plans d) Work Ethic
e) Standardization
Phases
f) Best practice
▪ Directing – just giving instructions
- Advocate of Learning-by-doing
▪ Leading – action where you will be involve to
the performance ▪ Maximize worker capacity and profits
▪ PROBLEM: Get employees to work at their
Controlling
maximum capacity
Manum – depicted of controlling ▪ PRIMARY FOCUS: TASKS

▪ A means of monitoring and evaluating Elements of Scientific Management

performance based on standards
o Variances or deviations between actual ➢ Scientific design of every aspect of every task - Time
and what should and Motion Studies
o Standard deviation ➢ Careful selection and training of every task
▪ Done by setting standards
o Limits ➢ Proper remuneration for fast and high-quality work -
▪ Allowance Maximize output - increase pay
▪ How much defects are accepted
➢ Equal division of work and responsibility between
*WILL NOT GET THE EXACT AMOUNT, THERE WILL worker and manager
ALWAYS BE A VARIATION*
Principles of Taylorism
STANDARD DEVIATION – hanggang saan yung
acceptable na value ▪ Replace Rule of Thumb (general rule, accepted by
many) with Scientific method
± 25𝑆𝐷 − 𝑎𝑐𝑐𝑒𝑝𝑡𝑒𝑑 𝑣𝑎𝑙𝑢𝑒, 𝑔𝑜𝑖𝑛𝑔 𝑏𝑒𝑦𝑜𝑛𝑑 𝑡ℎ𝑎𝑡 o Shoveling
o Iron pigs (used for trains) → wheel burrow
𝑖𝑠 𝑛𝑜 𝑙𝑜𝑛𝑔𝑒𝑟 𝑎𝑐𝑐𝑒𝑝𝑡𝑒𝑑
o Manual vs. automation
▪ One BEST
o Selection – may pagpipilian na unlike before
sa rule of thumb
 o Training o Increased output
o development ▪ Changed to 6 – 5 minute breaks
▪ Supervision of Managers o Decreased output
▪ Division of Labor ▪ Food and drinks
▪ Decreased work time
Objectives
o Increased productivity
▪ To improve labor productivity by
b. Bank Writing Experiment
scientifically analyzing and establishing
optimal workflow process ▪ Payment incentives
o Productivity decreased
Strengths
o Cliques were formed
1) Division of labor
Hawthorne Effect
2) Efficient production
3) Focus is on work level ▪ A type of reactivity in which individuals modify
4) Direct reward mechanism or improve an aspect of their behavior in
5) Systematic response to their awareness of being observed
▪ Nagiging biased if informed ang individual or
Result
action being observed
▪ Quality of work and automation
Pygmalion Effect
Weaknesses
Placebo Effect
1) Dehumanizes workers/ mechanistic
Objective
a. Soldiering
i. Repetitive works ▪ To find out the relationship between
ii. Getting through the day productivity and work conditions
b. Not for teams
Strengths
c. No room for initiative
a) Reciprocal communication
2. Human Relations
a. Allows clear identification of the
▪ By Elton Mayo concerns of the workers
▪ The worker is a social person b) Power of the group
c) Development of high quality leadership
Hawthorne Experiments
Result
▪ Series of studies on the productivity of workers
where conditions were manipulated ▪ Cooperation
a) Pay ▪ Leadership
b) Light
Weaknesses
c) Humidity
d) Rest breaks ▪ Over emphasis on the worker
▪ Result: manipulated conditions did not have a ▪ Workers may become abusive
significant effect to productivity
a) Relay Assembly Experiment 3. Bureaucratic Management
- 2 women chose their team mates and - by Karl Emil Maximilian Weber
worked separately in a telephone relay
- observed for 5 years 3 Types of Power in an Organization

Variables 1. Traditional Power

▪ 2 – 5 minute breaks 2. Charismatic Power

▪ Changed to 2 10-minute breaks
3. Bureaucratic Power/Legal Power
Bureaucracy (formalism of jobs)
▪ An organization type characterized by
specialized of functions, adherence to fixed
rules, and a hierarchy of authority
Characteristics or features of Bureaucracy
1) There is a high degree of Division of Labor and
Specialization
2) There is a well-defined Hierarchy of Authority
3) It follows the principle of Rationality, Objectivity
and Consistency
4) There are formal and Impersonal relations
among the member of the organization
5) Intrapersonal relations are based on positions
and not on personalities
6) There are well defined Rules and Regulations.
There are rules cover all the duties and rights
7) There are well defined Methods for all types of
work
8) Selection and promotion is based on Technical
qualification
9) Only Bureaucratic or legal power is given
importance
* do not do jobs unless it is yours*
Key Elements:
a) Clearly defined job roles
b) A hierarchy of authority
c) Standardized procedures
d) Meticulous record-keeping
e) Hiring employees only if they meet the specific
qualifications for a job
Strengths
a) Some form of efficiency and effectiveness can
be achieved especially with regard to better
output
b) Strategic decision-making time can be shorter in
a tall organizational structure, since less
individuals are involved in the process
c) Standardization and best-practices are often
highlights in companies with tall organizational
structures
Weaknesses
a) Can discourage creativity and innovation
b) Front-line employees may receive less
satisfaction from their jobs
c) Less able to adapt to changing conditions in the
marketplace, industry or legal environment
d) Too much emphasis on rules and regulations.
The rules and regulations are rigid and inflexible
e) No importance is given to informal groups
f) Involves a lot of paperwork. This results in lot of
wastage of time, effort and money
g) There will be unnecessary delay in decision-
making due to formalities and rules
h) Too much importance is given to the technical
qualifications of the employees for promotion
and transfers. Dedication and commitment of
the employee is not considered.
i) There is difficulty in coordination and
communication
4. Administrative Management
- by Henri Fayol
- Fayolism
14 PRINCIPLES OF MANAGEMENT
1) Division of Work
▪ Work should be divided among individuals and
groups to ensure that effort and attention are
focused on special portions or the risk
▪ Work specialization as the best way to use the
human resources of the organization
2) Authority
• Authority and responsibility are closely related
• Right to give orders and the power to exact
obedience
• Being accountable
• Naturally associated with authority
• Assumes authority also assumes responsibility
3) Discipline
• Common effort of workers
• Penalties should be applied judiciously to
encourage this common effort
4) Unity of Command
• Workers should receive orders from only one
manager
5) Unity of Direction
• Moving towards a common objective in a
common direction
6) Subordination of Individual Interests to the
General Interests
• Interests of one person should not take priority
over the interests of the organization
• Managements should take steps to encourage
worker initiatives, which is defined as new or
additional work activity undertaken through
self-direction
14) Esprit de Corps
• Management should encourage harmony and
general good feelings among employees

7) Remuneration
• Many variables, such as cost of living, supply of CHARACTERISTICS OF A MANAGER
qualified personnel, general business,
conditions and success of the business, should Personal Characteristics of a Manager -desirable to be
be considered in determining a worker’s rate of seen in managers
pay 1) Self-Motivated – makes own strength, energy thus
motivating others around them, keeps them going
8) Centralization • Less supervision
• Lowering the importance of the subordinate • Lot of experiences, personal or others’
role • Own strategies
• Decentralization – increasing importance 2) Integrity
• Should be adopted depends on the specific • Relationship of trust
organization in which the manager is working • You will be fighting for them in any terms of
legalities
9) Scalar Chain • Manager does what he says and follows the
• Managers in hierarchies → authority scale rules
• They all possess certain amounts of authority 3) Dependability
• President - most authority • Reliability
• First line supervisor – least • Being able to finish a task, counted on,
• Lower → higher level managers must be accomplish goal
informed • Showing to work on time
• Necessary for organization to be successful • Not slacking on the job
4) Optimism
10) Order • Look forward in a positive way
• For the sake of efficiency and coordination, all • Build morale
materials and people related to a specific kind • Gives inspiration to subordinates
of work should be treated as equally as possible • Undying positive thinking
• Negative -→ positive
11) Equity 5) Confidence
• All should be treated equally • Make decisions
• You should know what you are doing
12) Stability of Tenure of Personnel
• experience
• Retaining productive employees should always
6) Flexibility
be a high priority of management
• Adopt changes inside and outside the
• Recruitment and selection costs, as well as
organization
increased product-reject rates are usually
7) Calmness
associated with hiring new workers
• Cannot afford to have a breakdown
• Think better and respond to any situation
13) Initiative
8) Inspiring 2) Public Speaking
• Lift the spirits of subordinate • Broad vocabulary
• Manner on how you speak
Business Characteristics of a Manager – finances, make
deals
3) Constructive Feedback
1) Industry knowledge • Learn how to be able to use helpful words
• Knows the product selling
• Exposed to the craft 4) Active Listening
• Focused on what the speaker is saying
2) Knows how to delegate • You ask questions
• Being able to give responsibilities to someone • engagement
capable
Relationship Qualities of a Manager – relationship with
3) Organization
among all members
• Keeping things in order
• 5-lean Sigma 1) Respect
• Listening, giving time, acknowledging
4) Basic Financial Management contributions, greetings
• Knows how to manage money
• Capital → Gross → Net 2) Mediator
• Make peace, do not take sides but rather listen
to both

3) Customer Service
• Build good relationship with customers

4) Team Player
• You are also part of the organization
• Nothing will work efficiently if one is not
functioning well

Management Roles

1) Human Resources Manager

• Hires and fires
• Knows laws, salary, rights, requirements

5) Business Hierarchy 2) Financial Manager

• Follow the chain of command • Finances
• Organizational chart
3) Operations Manager
6) Legal Implications • Day-to-day operations of laboratory
• Labor laws – knows when to fire an employee • Technical skills

Communication Qualities of a Manager – inform 4) Marketing Manager

subordinated what plans do we have in mind
• Advertises business
1) Written Communication • Gather customers
• Express yourself in any form of making
communication but understandable