NATIONAL UNIVERSITY – Mall of Asia

Department of Medical Technology

Laboratory Management

LEARNING OUTCOMES (1/3) •

Leads by communication, building
1. Primary functions of management commitment, creating shared values, and
2. Differentiate between four factors of encouraging high performance.
management. • Uses the power of granting rewards and
punishments.
MANAGEMENT 4. Controlling
• Process of planning, organizing, leading, and • process of monitoring activities, measuring
controlling people in organization- effectively use performance, comparing results, making
resources to meet goals. corrections.
• Two Aspects of Management • Observing and responding to what happens.
1. People – the people with the responsibility • Unexpected issues will arise.
and authority to determine the overall • The feedback loop – most important aspect
direction of the organization. of controlling is that managers must be keep
2. Process – decide what goals should be and informed.
defines them for the organization
WHO DIRECTS EACH FUNCTION OF
• Primary Functions of Management MANAGEMENT?
1. Processes – ongoing activities ongoing and • Leaders often step up in times of crisis that
interrelated. needs immediate action.
2. Ongoing – activities not done in a linear, • All managers perform each at different times and
step-by-step fashion. the position depends on how much.
o will continue while others begin.
• Different activities may happen at once in an
3. Interrelated – results of tasks influence each organization.
other.
o must be done efficiently. LEARNING OUTCOMES (2/3)
1. Primary Types of managers and their roles
FACTOR OF MANAGEMENT 2. Differentiate between the functions of top
1. Planning managers, middle managers, first-line
• Defining goals and tackling them managers, and team leaders.
• Defines future of organization- long term 3. Differentiate between leadership,
plans. informational, and decision-making roles.
• Develops strategic plans:
o Long-term and effects entire
VERTICAL MANAGEMENT
organization.
• Various levels of management within
o Bridges gap between what organization
organization.
is and what it wants to be.
• Different levels = different aspects of business
• Tactical plans – translate strategic plans
o Thinking
into specific actions- who, what, where etc.
o Communicating
2. Organizing
• Highly structured
• Decides how to best implement the plans
o Workers in labor-intensive industries.
• Decides how an organization is structured
• Disadvantage – limits information from lower
• Assigns authority and responsibility levels to upper.
• Works to acquire resources
• Decides coordination TOP-LEVEL
3. Leading • What do these acronyms represent on a
• Uses knowledge, character, and charisma- management team?
inspire achievement of goals. o CEO, COO, CMO, CTO, CFO, CCO
• Vice Presidents or division heads sometimes
part of top management team.

Prepared by: Aubrey Ann Caharop MED212 / Reference: MLSLABMN-MED212 Handouts

 NATIONAL UNIVERSITY – Mall of Asia
Department of Medical Technology
Laboratory Management

o Responsible for long-term success. • First-Line Managers

• Set goals and pay careful attention to external o Evaluates work and helping employees
environment. contribute.
o Economy, law proposals, consumer/public
DECISIONAL ROLES
relations.
• Entrepreneur- top-level managers – economic
• Make financial investments.
opportunities, lead change initiative.
MIDDLE MANAGERS • Disturbance handler- top and middle
• Department heads, directors, chief supervisors managers – react to problems in organization
• Links between top and first-line managers (internal/external)- decide what actions should
• Receives broad strategic plans with specific be taken.
objectives • Resource allocator – depending on whether
• Encourages, supports, and fosters employees decisions affect whole company or not.
• Provides leadership • Negotiator- top and middle-level managers –
top-negotiations about whole company
FIRST-LINE MANAGERS (contracts or agreements).
• Entry level – “on the line”. o Middle- negotiate salary and hiring.
o Close contact with workers.
• Responsible for organizational objectives and LEARNING OUTCOMES (3/3)
plans. 1. Advantages that arise from managing people
• Assistant managers, shift managers, foremen, well
section chiefs, office managers.
• Focuses on internal issues- must communicate. • “People are definitely a company’s greatest
TEAM LEADERS asset. It doesn’t make any difference whether
• Reports to first-line or middle manager. the company’s product is cars or cosmetics. A
• Develops timelines, specific work assignments, company is only as good as the people it keeps.”
provides training to team, communicates clear – Mary Kay Ash.
instructions. GOOD MANAGER
• Makes sure team is operating efficiently • What makes a good manager?
• Positions may be eliminated when new team o Effectiveness
must be formed. o Efficiency
o Sustainable practices
TYPES OF MANAGEMENT ROLES
• Competitive advantage – business
• Leadership and Interpersonal Roles
outperforms rivals due to employees.
o Top Managers
o Middle managers – focus more on • Depends on a stable and reliable workforce.
interpersonal skills.
• Decisional Roles – all managers required to LEARNING OUTCOMES (2)
make decisions. 1. Leadership Styles
LEADERSHIP AND INTERPERSONAL ROLES
• Top Managers 3 MAIN TYPES OF LEADERSHIP STYLE
o Voice of organization 1. Autocratic or Authoritarian Leader
o Hard to separate personal aspects from ✓ Given the power to make decisions alone,
corporate positions. having total authority.
• Middle Managers ✓ Closely supervises and controls people
o Determines what information can be shared when they perform certain tasks.
o Weighs informational value to decide what to
send to top management

Prepared by: Aubrey Ann Caharop MED212 / Reference: MLSLABMN-MED212 Handouts

 NATIONAL UNIVERSITY – Mall of Asia
Department of Medical Technology
Laboratory Management

2. Democratic or Participative Leader 3. It applies to managers at all organizational

✓ Includes one or more people in the decision- levels.
making process of determining what to do 4. The aim of all managers is the same to create
and how to do it. a surplus.
✓ Maintains the final decision-making
FUNCTION OF MANAGEMENT
authority.
• Gulick first used the acronym ‘POSDCORB’
3. Laissez-faire or Delegative Leader
and UR wick (1987) to explain the seven
✓ Laissez-faire is a French phrase meaning “let
processes of administration/management.
do”.
Planning
✓ Allows people to make their own decisions.
Organizing
✓ Leader is still responsible for the decisions
Staffing
that are made.
Directing
✓ This style allows greater freedom and
Coordinating
responsibility for people.
Reporting
✓ However, you need competent people
Budgeting
around you or nothing will get done.
• These processes can explain the total working or
2 OTHER STYLES management conditions of an institution.
1. Charismatic Leader 1. Planning – involves setting goals and objectives
✓ Leads by creating energy and eagerness in for the organization and developing work maps
people. showing how these goals and objectives are to
✓ Leader is well liked and inspires people. be accomplished. Planning includes the
✓ Appeals to people’s emotional side. broadest view of the organization, e.g.: Its
2. Servant Leader mission, and the narrowest, e.g.: a tactic for
✓ The highest priority of this leader is to accomplishing a specific goal.
encourage, support and enable people to 2. Organizing – it involves bringing together
fulfill their full potential and abilities. resources – the people capital and equipment –
✓ Helps people achieve their goals. in the most effective way to accomplish the
✓ Works for the people. goals. It, therefore, involves an integration of
resources. And it is establishing the internal
organizational structures of the organization.
LEARNING OUTCOMES (3) The focus is on division, coordination and control
1. Management Processes of tasks and the flow of information within the
2. Function of Management organization. It is in this function that managers
distribute authority to holders.
3. Motivating – plays a large part in determining
MANAGEMENT PROCESS
the level of performance of employees, which in
• “Management is the art of getting things done
turn influences how effectively the organizational
through and with people in formally organized
goals will be met. It involves directing along with
groups.” – Koontz.
communicating and leading. Leading or
• Management is the process of designing and
influencing requires three general
maintaining an environment in which individual
skills/competencies.
working together in groups accomplish
1. Diagnosing: it is conginitive
effectively selected aims.
2. Adapting: it is a behavioural competency
1. As managers, people carry out the
3. Communicating: it is a process competency
managerial functions of planning, organizing,
4. It involves feedback of results and follow up
staffing, leading, and controlling.
to compare accomplishment with plans and
2. Management applies to any kind of
to make appropriate adjustment with plans
organization.

Prepared by: Aubrey Ann Caharop MED212 / Reference: MLSLABMN-MED212 Handouts

 NATIONAL UNIVERSITY – Mall of Asia
Department of Medical Technology
Laboratory Management

and to make appropriate adjustments where

outcomes have deviated from expectations
4. Controlling – evaluates quality in all areas and
detects potential or actual deviations from the
organization plan. This ensures high quality
performance and satisfactory results while
maintaining an orderly and problem free
environment controlling includes information
management measurement of performance and
institutions of correcting actions.

Prepared by: Aubrey Ann Caharop MED212 / Reference: MLSLABMN-MED212 Handouts