LABORATORY MANAGEMENT REVIEWER KYLA TENORIO_BSMLS2A

(MIDTERMS)

LESSON 5: DIRECTING

DIRECTING 2. Management Style

- Influencing people’s behavior through - The general behavior and philosophy of a
motivation, communication, group dynamics, manager or an organization toward the
leadership and discipline. employees, particularly the degree of
- The purpose of directing is to channel the participation allowed in the decision-making
behavior of all personnel to accomplish the process.
organization’s mission and objectives while
simultaneously helping them to accomplish their Likert’s 4 Discreet Management Style
own career objectives. 1. Exploitative and Authoritative
- Managers view workers only as tools and
LEADERSHIP means of production and feel no further
- The most active part of the directing function. obligation to them.
It is employing management skills, people skills,
and vision to accomplish the work of the 2. Benevolent and Authoritative
organization. - A paternalistic approach, managers feel they
- Its purpose is to produce change by know what‘s best for their employees and need
establishing direction, aligning, motivating and only to inform and direct their actions without
inspiring people. seeking any feedback.

LEADER 3. Consultative
- Is responsible for providing the conditions - The manager feels the opinion and advice of
necessary for employees to accomplish the work the staff are useful, but all decisions remain the
of the organization. exclusive purview of the manager.

Organizational Factors that Influence 4. Participative

Leadership Success - Input and responsibility for decision-making
1. Corporate Culture and Delegation of and performance are placed directly on the staff,
Authority or as close to the production process as possible,
- The way things are done in an organization with only general guidance and oversight
such as habits, traditions, customs, processes and from management.
social morals of the
institution. It is the interaction between Leadership Style
institution and individual, between role and Directing - presents rules, orders or defined
personality, and between job instructions to the individual.
expectations and need-dispositions. Coaching - provides high support and direction
Supporting - provides physical and personal
resources so that an individual can accomplish
their duties.
Delegating - provides low support and direction.
Situational Leadership Models The 5 possible behavior styles identified by
1. Contingency Theory Vroom and Yetton:
- According to Fred E. Fielder, the success of A-I: Manager makes decision based on the
the manager as the leader is contingent on two current information available.
factors: the LEADERSHIP A-II: Manager seeks necessary information
STYLE of the manager and the from subordinates before making decision.
FAVORABLENESS of the C-I: Manager shares the problem with selected
leadership situation. individuals before making decision.
C-II: Manager shares the problem with all the
There are 3 components that establish members of the group but makes the final
favorableness: decision.
* Leader-member relations G: Manager shares the problem with the group
- The level of confidence and trust between and a decision is reached by consensus.
leader and members of the staff. This is the most
important factor according to this model. Characteristics of a Good Leader
* Task structure 1. Liking for people - an important
- The amount of formal structure imposed on characteristic of looking for the positive side of
work assignments. a person.
* Position power
- The degree of influence that the manager 2. Optimistic - having a happy disposition and
exerts on the reward and punishment system of looking on the brighter side of things.
the institution.
3. Good self-esteem - a good opinion of oneself,
2. Continuum of Leadership by Robert being confident, and being self-assured.
Tannebaum and Warren H. Schidmt
- Management style could be plotted on a 4. Ambitious - eager desire to succeed to
continuum from authoritative to democratic. produce good results.
Managers could move along the continuous line,
adjusting their leadership style to fit the 5. Self-discipline - Following systematic actions
situation. and training not only oneself for improvement.

3. Normative Theory by Victor H. Vroom and 6. Good listener - Lending an ear or paying
Phillip W. Yetton attention to subordinates about their opinion and
- It provides normative guidelines and sentiments.
recommendations for the way a leader should
make decisions in a specific set of workplace 7. Poise - At ease and composed in any given
conditions. The theory classifies each situation, especially during difficult
decision-making method as autocratic, circumstances.
consultative or group-oriented.
8. Accessibility - Being open and available
anytime, open-minded.
9. Approachable - Easy to deal with, willing to
talk to, and receptive.
Leadership Methods
10. Good sense of values - A role model to his 1. To develop and constantly update all
personnel by being reliable and trustworthy. laboratory procedures and policies
preparation of appropriate manual.
The Managerial Grid
Developed by Robert Blake and Jane Mouton. 2. To schedule and conduct periodic meetings
It is based on 2 behavioral dimensions: with the staff for discussion and review of
1. Concern for People - This axis reflects the policies and procedures.
degree to which a manager considers team
members' needs, interests, and personal 3. To delegate the responsibility for efficiently
development when deciding how to accomplish monitoring compliance with policies and
a task. procedures.

2. Concern for Production - This axis reflects 4. To conduct periodic meeting with the
the degree to which a manager emphasizes laboratory staff to encourage innovative
achieving organizational objectives, thinking and improvement in services.
efficiency, and productivity.
5. To fully support and generously budget for
a meaningful laboratory continuing program.

Leadership Responsibility
1. Formulates and documents policies and
procedures that are constantly current and
relevant to effective pursuit of laboratory
goals.

2. Effectively communicates plans to all

staff/personnel.

3. To provide efficient means for assuring

compliance of staff on polices and procedures.

4. Encourage free flow and exchange of ideas

through all levels of the organization.

5. Assure awareness by all staff/personnel of

current trends and practices in the delivery of
hospital laboratory services.

6. Develop and maintain effective relations

with the medical staff and hospital
administration for assuring an open exchange
of the needs and concerns of all parties.

LESSON 6: CONTROLLING

CONTROL Designing Effective Control Systems

- Is the process through which standards for the 1. Control at all levels in the business
performance of people and processes are set, - control mechanisms should apply consistently
communicated, and applied. across all levels of the organization.
- Effective control systems use mechanisms to
monitor activities and take corrective action, if 2. Acceptability to those who will enforce
necessary. decisions - it must be accepted by those
responsible for implementing and monitoring
CONTROLLING them.
- Is the process of monitoring standards,
measurements, and feedback mechanisms that 3. Flexibility - it should be easy to modify.
were previously in place to ensure that the plans
are being implemented properly. 4. Accuracy - it should be well written and very
- It is the process of looking back. specific to avoid confusion.

Controlling builds on planning, organizing 5. Timeliness - always updated.

and leading.
6. Cost effectiveness - doing the control should
Types of Control not be too costly.
1. Pre-Action Control (Feedforward)
- Focuses on operations before they begin. This 7. Understandability - well written and easy to
serves as the preventive measure of the comprehend.
organization on its anticipated problems.
8. Balance between objectivity and
2. Concurrent Control subjectivity - it should rule out bias.
- Enacted while work is being performed, which
includes any type of guiding mechanism such as 9. Coordinated with planning, organizing and
direct supervision, automated systems (such as leading
computers programmed to inform the user when
they have issued the wrong command), and
organizational quality programs.

3. Post-Action Control (Feedback)

- Focuses on the results of operations. It guides
future planning, inputs, and process designs.
LESSON 7: INFORMATION AND
MATERIAL MANAGEMENT

INFORMATION MANAGEMENT Ways of Communication

- A system that incorporates all the processes 1. Formal Communication - Typically aligned
needed for effectively managing data both according to the organizational chart or structure
incoming and outgoing patient of the facility usually follows an organizational
information. hierarchy. Typically, strict lines of authority are
followed.
LABORATORY DIRECTOR - must ensure
that the laboratory has an effective information 2. Informal Communication - The main type is
management system. the grape-vine, which is the route by which
employees spread information to one another.
Communication Even if the organization has well established
- Process by which information is exchanged formal channels, informal channels inevitably
and understood by two or more people, usually develop.
with the intent to motivate or influence behavior.
- Exchange of thoughts, messages, or 3. Oral Communication - This type of
information using these forms/methods: communication is useful in direct person to
Speech, signals, writing, and behavior. person communication and group
communication. It provides immediate feedback,
Elements of Communication in that allows the receiver to ask question.
Sender - Originates and sends the message.
Message - Words and/or nonverbal expressions 4. Telephone Communication - The telephone
that transmit meaning. is one of the major ways people use to
2 Types of Messages: communicate at work. Because of this, it is
Nonverbal - Messages include images, actions important to be aware how colleagues and
and behaviors used to communicate. customers perceive the caller.
Verbal - Also known as spoken communication.
Includes informal staff meetings, planned 5. Written Communication - This provides
conferences, and mass meetings. permanent record to which the receiver can refer
Channel - the carrier of a communication. to ensure that he has understood the information
Receiver - the ultimate destination of the presented.
sender’s message.
Feedback - a response by the receiver to the 6. Electronic Communication - Specifically
sender’s communication. e-mail, is being used more and more in the
workplace.

7. Visual Communication - Photographs,

paintings, diagrams, designs, and cartoons. They
are important to communication because they
are easier to understand than written
explanations.
 9. Identification of patient, patient location and
physician
10. Assurance of accuracy or transcription of
request.

Requisitioning
Sample test request form contains:
a. Laboratory procedure
b. Identification of the patient
c. Name of the physician
d. Date and time the specimen was collected
e. Date and time the specimen was received
f. Date, time and by whom the specimen was
examined
g. Condition of any unsatisfactory specimen
h. Results and date of reporting

General Qualities of a Laboratory Report

Laboratory Head - Responsible for all
laboratory reports and that the authenticated and
dated reports of clinical pathology test should be
filed promptly with the patient’s record and
duplicated copies kept in the laboratory. Laboratory Information System (LIS)
- Computer network of hardware and software
General Qualities of a Laboratory Report for receiving, processing, and storing laboratory
1. Compactness data and information.
2. Consistency of terminology, format and usage - Can interface or connect with laboratory
or understandability instruments to transfer data into patient records,
3. Clear and easy to understand evaluate quality control data, and store
4. Logical and accessible location on medical preventive maintenance records.
chart - Can interface or connect with a health
5. Statement of date and time of collection information system (HIS), pathology
6. Gross description and source of specimen information system, and other information
when pertinent systems.
7. Sharp differentiation of reference or normal or
abnormal values
8. Sequential order of multiple results in a single
specimen
Material Management
- Covers the overview for the purchasing and the
warehouse
- At the hospital level, these functions are
handled by a centralized material management
department organized into 2 sections:
Purchasing - oversees the ordering of supplies
& the processing of invoices from vendors
Stockroom (Warehouse) - maintains security
and inventory levels & issues supplies
throughout the facility.

Goals of Material Management Inventory Control

- Supplies arrive in a timely manner - It is the last stage or step in the purchase
- Spoilage is reduced to a minimum process
- Back orders and delays are avoided - Inventory Management is a continual process
- Storage space is used to the best advantage of:
- The most economically advantageous price is * Checking stock levels
obtained * Rotating stock to ensure freshness or
- Financial resources are not tied up in inventory ordering supplies in sufficient quantities to
meet current needs
Purchasing * Minimizing the cost of carrying inventory
- Clinical laboratories, as a business, require raw
materials for successful operation.
- Equipment idled by breakdowns of lack of
supplies is an economic less for business, the
same situation in the clinical laboratory can
seriously interfere with the delivery of patient
care.
- It is the 1st stage or phase of material
management.