SUBJECT: LABORATORY MANAGEMENT
TOPIC: MANAGEMENT
MANAGEMENT
• “Working with and through people to
accomplish a common mission”
• Five Conditions:
o Mission/Goal
o Leaders with authority
o Resources
o Responsibility
o Accountability
• “The process of coordinating and
implementing these five conditions”
PROFESSIONAL MANAGER
• A person employed to manage
someone else’s business
ROLES OF A MANAGER
People – as a person with talent and
knowledge
• “natural leaders”
• “born organizers”
• Managers are made, not born
Servant
• Instrumentality
• Act as servants as they provide the
means for the staff to meet the
needs of their patients and customer
Representative
• Most important function
THE MANAGEMENT HIERARCHY
1. Top Management
2. Middle Management
3. First-line Management
Top Managers
• Laboratory directors, chief executive
officers (CEOs), chief financial
officers (CFOs), chief information
officers (CIOs).
• The executive level
• Guides and controls the overall
fortunes of a business
• First-line or supervisory
management
Middle Managers
• Operations managers, division
heads
• Conduit between top management
and first-line management, focus on
specific operations, products, or
customer groups within a business.
First-line Managers
• Supervisors, team leaders, chief
technologies
• Works directly with the people who
produce and sell the goods and/or
the services of a business;
• They implement the plans of middle
management
SKILLS OF A MANAGER
Organizational Skills
• Determine a manager’s ability to see
the organization as a unified whole
and to understand how each part of
the overall organization
Conceptual Skills
• Greatest importance to top
management
H A N N
People Skills
• Understanding basic human needs
and work motivation
• “include the ability to communicate
with, motivate, and lead employees
to complete assigned activities”
• Interpersonal Skills
• Importance to middle managers
Financial Management Skills
• Effective use of and accounting for
the monetary assets of the company
Decision Making
• The ability to identify a problem or
an opportunity, creatively develop
alternative solutions, select an
alternative, delegate authority to
implement a solution, and evaluate
the solution.
Technical Skills
• Involve the synthesis of the first
three skills and the management of
the physical resources into the
operational parameters
• The manager’s ability to understand
and use the techniques, knowledge,
tools and equipment of a specific
discipline or department
• Important for first-line managers
ORGANIZATIONAL CHART
MAJOR MANAGEMENT THEORIES
Scientific Management
- Attempts to apply a systematic or scientific
approach to the study of organizations
• Henri Fayol – first introduced the
concept
o Management should be an
orderly process of tasks and
duties of which planning was
the most important
• Frederick W. Taylor – father of
scientific management
o Broke down each task into
segment that could be
analyze in ways to improve
efficiency
• Frank Gilbreth and Lilian Gilbreth
– method analysis
o Basis of performance
standards
Bureaucracy Management
- Examines the organizational aspects of
the company and its workflow to explain
how institutions function and how to improve
the structural process
- Characteristics relate to rules, regulations,
impersonality, and division of labor.
H A N N
 • Adam Smith ✓ Organizing
o Introduce the concept of ✓ Directing
specialization ✓ Controlling
o Father of modern economics

Behavioral Science

- Focuses on the performance and

interaction of people within the
organizations

- Concepts of psychology and sociology

• Elton Mayo
o Helped to lay the foundation
for the human relations
movement
o Was known for his industrial
research including the
Hawthorne Studies
• Douglas McGregor – developed
assumptions on the basic nature of
man
o Best known for his Theory X
and Theory Y

System Analysis

- An outgrowth of management science

- Views the organization as a continuous

process interacting within itself and its Planning
environment
• The thinking and analyzing of the
- Use by researchers who rely heavily on
portion of the management process
mathematical models, scientific
• “is the process of anticipating future
methodology and computer simulation to
events and conditions and
investigate management problems
determining courses of action for
achieving organizational objectives”

THE MANAGEMENT PROCESS Organizing

• A continuum of functions that the • Consists of grouping people and

manager must perform to ensure the
smooth operations of an
organization.
• Four Main Functions:
✓ Planning
assigning activities so that job tasks
and mission can be properly carried
out
• Two Dimensions:

H A N N
 1. Formal hierarchy of work groups, CONTROLLING FUNCTION
job assignments and lines of
authority
2. Network of informal relationships
that forms in any organizations.

Staffing

• Involves selecting, placing, training,

developing, compensating, and
evaluating (the performance
appraisal) employees

Directing

• Most visible of all management

functions
• Managerial function that initiates
action: issuing directives,
assignments, and instructions;
building and effective group of
subordinates who are motivated to
do what must be done; explaining
procedures; issuing orders; and
making sure that mistakes are
corrected
• Human – factor stage

Controlling

• Process of checking up on the

priorities established in the previous
three managements
• “the process of evaluating and
regulating ongoing activities to
ensure that goals are achieved.
• Measurement of the feedback
mechanism of setting objectives

H A N N