Lab Management Module 1-12 PDF

USA-CPMT-MLS MLS 8: LABORATORY MANAGEMENT (LECTURE) MODULE 1: INTRODUCTION TO MANAGEMENT Concepts of Management Essential Conditions for a Successful Management I. As a...

USA-CPMT-MLS MLS 8: LABORATORY MANAGEMENT (LECTURE) MODULE 1: INTRODUCTION TO MANAGEMENT Concepts of Management Essential Conditions for a Successful Management I. As a SCIENCE 1. Mission  Systematic body of knowledge  What the organization or subunit  Precise elements expects to accomplish  Learned and assimilated  Knowledge and practices are developed 2. Leaders  Needs to have authority to direct the II. As a PROFESSION team toward the goal  Certain knowledge, skills and aptitudes  Requires formal education and training 3. Resources  Updates of professionalism  Anything that could be though as a  Follow rules and regulations according strength for an organization to objectives set  People, equipment, supplies and money  It could be: tangible or intangible III. As an ART assets that are semi permanently tied to  Creativity, imagination, initiative and the organization invention  Apply their interest, ability and skills for 4. Responsibility solving contemporary issues  The obligation of an individual to  Practical knowledge acquired from perform the duty or task assigned to him experiences  You should be responsible for achieving your goals Definition of Management According to: 5. Accountability  Arises out of responsibility Process of forecasting, planning,  The person who accepts responsibility is Henri Fayol organizing, commanding, also accountable for his performance. coordinating and controlling.  You should be accountable for using the The social process of planning, resources established E.F.L Brech coordination, control and motivation. Management Theories Organizational direction based on sound common sense, pride in the (MNEMONICS: “B.O.S.S”) Tom Peters organization and enthusiasm for its 1. Scientific management works.  The application of a systematic or scientific approach to the study of Management organizations 1.1 Frederick Taylor – often called the “Father  Getting things done through PEOPLE of Scientific Management”  Creative and energetic combination of scarce resources into effective and profitable activities 2. Bureaucracy Management  Combination of skills  The process of examining the  Accomplish a common mission organizational aspects of companies and their work flow to explain how COMPILED BY: G.F VALENSOY, RMT 1 USA-CPMT-MLS MLS 8: LABORATORY MANAGEMENT (LECTURE) institutions function and how to improve 6. Controlling their performance  The process of monitoring the standards, measurement, and feedback mechanisms 3. Organizational Behavior Management that were set in place to ensure  A management approach that looks at implementation of the management plan the performance and interaction of people within the organization Managerial Roles 4. Systems Analysis Management  The analytical view of an organization 1. As a Person or People as a complete, self-contained unit that  Manager as a person of talent and interacts within itself and with its knowledge environment in a continuous process of  The manager is first and foremost interchange and renewal. responsible for, and to, other people with similar fears, dreams, hopes, life Managerial Functions problems, aspirations, potential and 1. Planning expectations  The thought and analysis process that results in a formal strategy for realizing 2. As a Servant the goals of the organization  Share power, puts the needs of other first and helps people develop and 2. Organizing perform as highly as possible  The process of assembling the necessary  Supporters of their staff resources and people for implementing a plan of action 3. Representative  Responsible for supplying the 3. Directing employee’s needs  Leading in achieving the day-to-day  Paid presentative of the organization tasks necessary to implement the management plan and ensure a smooth- Organizational Chart running facility Two Types: 4. Decision Making or Problem Solving 1. Traditional  Problem solving is a skill that can be 2. Patient Focused developed, and it improves with confidence and repetition. Skills of a Manager  To be an effective problem solver, a 1. Organizational Skills manager must approach problems in a  Conceptualize & apply the management structured, creative way, much as process, systematize workflow, make scientist deploys novel techniques to decisions & communicate with surpass existing problems. coworkers 5. Coordinating  Management of Organization  It is a function of management which 2. People Skills ensures that different departments and groups work in sync.  Understanding of the basic theories of human needs and motivation  Management of Human Resources COMPILED BY: G.F VALENSOY, RMT 2 USA-CPMT-MLS MLS 8: LABORATORY MANAGEMENT (LECTURE) 3. Financial Management Skills 4. A statement as to what kind of environment is  Effective use and accounting for the desired in the laboratory with respect to monetary assets of the company interpersonal relationships, working conditions,  Management of Financial Resources and attitudes toward teaching and scholarly activities. 4. Technical Skills  Synthesis of the first three skills and management of physical resources into OBJECTIVES operational parameters unique to each organization  Objectives should be in quantifiable statements which are achievable over a designated period of  Management of Laboratory time Operations Health Laboratory Management Management by Objectives (MBO) The first step in a systematic approach to the management and organization of a health laboratory  Process of formulation, performance & begins with the establishment of general goals and assessment, & as such it provides means of focus specific objectives. on pertinent factors & issues that affect the practice of lab medicine.  It should state: The use of such objectives for purposes of a. What is to be accomplished management is known as management by objectives b. How much of it (MBO). c. How it is to be done d. When it is to be completed GOALS Characteristics of Objectives:  General & qualitative statements of overall philosophy of the organization  Should be consistent with the organizational S Specific structure, the management style of the laboratory M Measurable director, & the available resources  Such goals should influence the future programs A Achievable of the laboratory & the activities of the director & R Relevant lab staff T Time-bound Written goals may be organized as follows: Implementation of MBO Program: 1. A statement of the primary external goals of the 1. Setting goals and objectives laboratory. 2. Sharing the objectives with the staff 2. A statement of the secondary and tertiary goals of 3. Meeting & coming to a mutual agreement on the the lab in reference to service, research, or goals and objectives of the individual education. 3. A statement in reference to the management philosophy of and need for cost effectiveness. “Let Go, Let GOD.” COMPILED BY: G.F VALENSOY, RMT 3  Module 2: Leadership Leadership Influencing others to achieve designated organization goals Directing function in the management process model: ○ Persuade ○ Direct ○ Inspire ○ Guide ○ Bring about commitment to a common Essential Roles Provide Vision of a Manager Give a direction for goal-setting Motivates staff - which increases will Provides encouragement Management Establish policies and procedures Responsibilities Ensures proper documentation Ensures personnel understand documents, instructions, and their duties and responsibilities Provide personnel with the appropriate authority Organizational Factors that Influence Leadership Success Corporate culture & Delegation of Authority Management Styles Corporate Corporate cultural factor: reflected in the organizations Culture and management style & manner it delegates authority to its manner Delegation of ○ Celebrating specific mass Authority POWER Potential ability of one person in an organization to influence other people INFLUENCE Effect a person’s action have on attitudes, values, beliefs or actions of others Types of Power HARD POWER Enables a supervisor to influence subordinates with the utilization of rewards and punishments Legitimate, reward, and coercive power SOFT POWER Based on personal characteristics & interpersonal relationships Expert power and referent power 1 Three Distinct Compliance Outcomes Using ○ You comply of Power Resistance ○ Did not follow Commitment ○ Committed Five Types of Leader Power A. Legitimat The authority granted from a formal position in an organization. e Power (positional power) Followers accept the legitimate rights of formal leaders to set goals, make decisions & direct activities. Positional leaders rarely value involving others when they make decisions or initiate action. B. Reward Stems from authority to bestow rewards on other people Power Lower-level followers depend on leaders for the financial & physical resources to perform their tasks C. Coercive Power to punish or recommend punishment Power Supervisors have coercive power when they have the right to fire or demote subordinates, criticize, or withdraw pay increases Followers are afraid of what might happen to them if they don’t do what they are asked to do D. Expert Results from a leader’s special knowledge or skill regarding tasks Power performed by followers Subordinates go along with recommendations because of the leader’s superior knowledge E. Referent Comes from leader personality characteristics that command Power follower’s identification, respect, and admiration so they want to emulate the leader Dependent on the leader’s personal characteristics other than on a formal title or position. MANAGEMENT STYLES 1. Exploitative & Authoritative 2. Benevolent & Authoritative 3. Consultative 4. Participative 2 Exploitative & Managers view workers only as tools and means of production and feel Authoritative no further obligation to them Benevolent & Only need to inform and direct their actions without seeking any Authoritative feedback Consultative The manager feels the opinions & advice of the staff are useful, but all decisions remain on his exclusive scope Participative Input and responsibility for decision making and performance are placed directly on the staff, or as close to the production process as possible, with only general guidance and oversight from management. Leadership Models Focus on Leaders: 3 Factors: Personal Traits Leader Behaviors Followers Impending circumstances of the Situation situation Effective Leaders are: Effective Leaders are: Strong but not rude Humble but not timid Kind but not weak] Proud but not arrogant Bold but not a bully Witty, but not silly; fun, but not foolish A. Personal Traits of Leaders Coming up with an exact list set of leadership traits is difficult due to the following factors: Culture Whats works in one part of the world does not necessarily work in other parts Context Whatever trait is appropriate depends on the context in which one finds oneself Research over the years reveals that effective leaders tend to share the following traits: Intelligence Creativity Self-confidence Drive Task-relevant knowledge 3  Credibility Motivation Flexibility B. Leadership Behaviors Behaviors Are observable actions which makes measuring them more scientifically valid than trying to measure a human personality trait Employee-Oriented vs. Production-Oriented Leadership Styles Employee-oriented supervisor High productivity level Have strong ties to their employees Less supervision but allow workers more latitude in performing their duties Concern for their people both on and off the job Production-oriented supervisors Low level production Focuses on high productivity at the expense of all other factors Structure vs. Consideration leadership styles Initiation Structure Marked by emphasis on actively directing the staff toward getting the work done Directing the workers focuses on assigning particular tasks, specifying and clarifying what is expected of subordinates and the uniformity of the procedures to be followed and personally deciding what and how work will be Consideration Behavior Manager's effort to explain their action, treat workers as equals, listen to subordinates’ concerns, look out for their personal welfare, give advance notice of changes, and be generally friendly and approachable Ohio Leadership Quadrants Leaders who score high in both dimensions usually demonstrate the best overall performance Consideration structure -> Welfare of the group 4  The Managerial Grid Illustrates the relationship between a concern for people (consideration orientation) & concern for production (structure orientation) Devised by Robert R. Blake and Jane S. Mouton Five Factors influencing management style according to Blake and Mouton: 1. Manager’s attitude & assumptions 2. Organization’s policies & procedures 3. Daily operation situation 4. Manager's social & personal values 5. Chance 5  Country Club Management Style High People: Low Task Leader Has: High concern for others & likely to be involved w/ them Low concern for the task Leader’s emphasis is to cultivate a high level of friendly relationships with the led group Impoverished Management Style Low People: Low Task Leader Has: Has low concern for people & a low concern for the task Care mainly about themselves They are afraid of making mistakes Middle-of-the-Road Management Style Mid People: Mid Task Essentially ineffective compromise Some concern for the task exists, and, equally, some concern for people Produce or Perish Management Style Low People: High Task High focus on the task with little or no concern for people Äutocratic Leaders using this style seek to control & dominate others Team Management Style 6 High People: High Task Combines a high concern for & involvement in the group with a strong well-organized & communicated focus on achieving the task Involves considerable dialogue that enables the development of a shared (not imposed) motivation to achieving the organization’s goals Steps a Leader Should Go Through to Improve Leadership Ability 1. Identify their current style 2. Decide on the best style for a given situation 3. DEtermine what attitudes & behavior changes are required 4. Encourage management to develop the organizational culture Theory X and Y Proposed by Douglas Mcgregor in 1960 Close simulation of the Pygmalion effect: Students tend to learn & perform in the manner anticipated by teachers Higher expectations lead to better performance Theory X Managers Believe that People: Theory Y Managers Believe that People: Are inherently lazy and dislike work The expenditure of physical effort and Must be coerced into performing mental effort in work is as natural as their duties by constant supervision play or rest Have no ambitions & little interest in People will exercise self-direction and improving on their own and must be self-control in the service of prodded to produce objectives to which they are committed Under proper conditions human beings learn and seek for responsibility Contingency Theory or Situational Leadership Theory Attempts to explain why a leader who is very successful in one situation may fail when in another new situation or when the situation changes Group leaders into four styles of Leadership: 7  1. Delegating 2. Supporting 3. Coaching 4. Directing Directing, or “Telling”Leadership Style One-Communication “Task Behavior Giving directions is followed by closely supervising their performance It involves telling people what they should be doing: ○ What to do ○ How to do it ○ Where to do it ○ When to do it Coaching “Selling Leaders attempts to hear the suggestions, ideas & opinions of his/her followers, which translates to a two-way communication But, the control over decision-making remains with the leader Supporting Involves relationship behavior: ○ Listening to people ○ Providing support & encouraging the efforts of the followers, who have the ability & knowledge to do the work ○ Facilitating their involvement through problem-solving & decision making ○ Passing day-to-day decisions on tasks to the followers who are involved with them Delegating Requires minimal direction and support Leaders enables by discussing problems with the followers & coming to agreement on the nature of the problem Good leaders, according to Hersey and Blanchard, must adapt their leadership styles to the “maturity”and willingness of their subordinates 8  Continuum of Leadership Proposed by Robert Tannenbaum and Leaders are somewhere between 2 Warren Schmidt extremes ranging from completely autocratic to democratic Seven Degrees of Freedom 1. Total use of authority of supervisor 5. Gathers data, defines problems 2. Makes all decisions & persuades staff seeks solutions before deciding to agree with his viewpoint 6. Provides information, supervision & 3. Makes decisions but invites guidance but requests the staff to suggestions make decisions 4. Makes decisions but seeks approval 7. Allows total freedom & responsibility from staff to the staff to function & decide based on general policies and procedures 9  Normative Theory Vroom and Yetton defined 5 decision-making methods 1. Leaders takes known information & then decides alone 2. Leaders gets information from followers & then decides alone 3. Leaders shares problem with selected followers, listen ideas, and then decides alone 4. Leader shares problems with all followers, listen to ideas, and then decides alone 5. Leader shares problems with followers as a group and then seeks and accepts consensus agreement Don’t find fault, find a remedy -Henry Ford 10  Module 3: Planning Planning Formulate the objectives & decide steps to Deciding the future course of action in determine them advance Managers should: 1. Be aware of challenges 2. Forecast future business & economic conditions 3. Formulate objectives 4. Re-evaluate plans Laboratory Business Plan Provides information needed to set 1. Aim of the organization (target site) up the newly founded clinical 2. Search outcome about the target laboratory site’s needs Provides checklist of the 3. Justification diagnostic tests panel opportunities & threats 4. Financial paragraph 5. Structure 6. Relations 7. Markets 8. Financial Aspects Planning Include all elements of the quality First Step: Analyze & understand the current system practices Stepwise approach is more practical Utilize Gap Analysis Ensure that all staff are involved ○ Use of good quality systems Do not proceed too rapidly checklist Communicate with staff Identify gaps or areas in the Always advocate for quality laboratory Use the information provided by the gap analysis Address problems that can be easily fixed first Components of a Written Plan: Tools of persuasion: Objectives & Tasks Communication Responsibilities Involvement Timeline Inclusion Budget and Resource needs Education 1  Benchmarks Training cooperation Tools of Control: Building Allocation of financial resources Confidence Process of staffing, scheduling, or job Support consultation assignments Feedback Sharing information Responsibility Planning: Creating Feedback Mechanism Obtaining information on how the project is progressing Avenues for Feedback Mechanisms: 1. Formal meetings between managers & coworkers 2. Monitored standards of performance 3. Information meetings & conversations with staff and customers 4. An analysis of the nature and types of problems Decision-Making and Problem Solving Basic Steps Necessary in the Planning Process Identify a suitable solution for a Analysis of opportunities problem provided Identify the aim of the plan Involves both individual & social Explore options phenomenon Selections of best options Concludes with a choice of one Detailed planning 2  behavioral activity Plan evaluation Implement Change Closing the Plan Organizing Division of the total work into various Provides sequential & systematic elements & getting the work done by framework in the working condition different people ORGANIZING = Physical Resources + Human Resources + Financial Resources Two Dimensions of the Organization Process Formal hierarchy of work groups, job Network of informal relationships assignments & lines of authority that forms in any organization Establishing a Monitoring Program Continuous improvement 1. Assign responsibility for the process Checking each part of the system to 2. Develop indicators or benchmarks be sure that the system is working using laboratory quality policy properly 3. Develop a system for the monitoring process 4. Conduct an audit Functions of Organization Systems 3  Elements of a Quality Organization Structure 1. Path of Workflow 2. Accurate & Complete Org. Chart Directing Also called as “leading” which enhance the employees work in the right direction towards the mutual benefit of the organization as well as the employees It requires managers to motivate It demands the use of authority to employees to accomplish business achieve those ends as well as the objectives and goals ability to communicate effectively Effective leaders are students of human personalities, motivation and communication. They can influence their personnel to view situations from their perspectives Leading also involves supervision of In a laboratory, it is the manager’s employees and their work primary responsibility to direct its immediate operations 4  Four Essential Elements of Directing 1. Communication 2. Supervision Effective communication is Supervision is all about immediate understood as the exchange of facts, and direct guidance and control of thoughts, information, or opinions subordinates while performing their between two or more people to work. It involves closely observing the create confidence or mutual subordinates at work and ensuring understanding that they work according to the policies and plans of the organization 3. Motivation 4. Leadership Motivation is derived from the word Leadership is a process which “motive” which means need, drive, or managers use to guide, direct, and want of an individual. Motivating influence the work of their employees means stimulation the subordinates in the desired direction. employee to accomplish his/her It is also the ability of the manager to goals along with company goals induce the employees to work confidently and with vigor. Controlling A function of management that It also requires managers to be able involves measuring achievement to identify sources of deviation from against established objectives and successful accomplishment and to goals provide a corrective course of action The control factors keep the employees’ approach in the same direction as the top management. The factors like performance appraisal, training and development are closely related to controlling The Control process consists of three steps: 1. Measuring the actual performance 2. Comparing the actual performance This needs the manager to acquire against a standard information about the process For certain parts of the laboratory process quality standards as ISO 15189 can be used 3. Taking action to correct deviations This can be the remodeling of the logistic process, the modification of a protocol, to give a lecture about the theoretical background 5  Staffing The main objective is to place the Staffing may be processed by right person in the right job at the recruitment and selection right time procedures adopted by the organization An understanding of workload and service and the quality standards that govern their delivery is necessary for determining an appropriate staff number and skill mix for a particular laboratory service, according to professional standards, quality standards and legal requirements. Workload monitoring can be used in two ways: 1. Within an organization to identify and track workflow trends 2. Between organizations to draw comparisons, share best practice, compare costs and to ensure appropriate staff numbers, skill mix and training needs when entering into competitive tendering, network formation and service rationalization 6  MLS 8 MODULE 4: MANAGEMENT OF HUMAN RESOURCE LABORATORY MANAGEMENT 2022-2023 GRACELEEN FAITH R. VALENSOY,RMT Roles of A Laboratory Manager MANAGEMENT OF HUMAN RESOURCE HIRE Appropriate number of Employees VERIFY That data on the job PERSONNEL application is correct Are the most essential laboratory resource these people should posses the following: DEVELOP Complete and thorough job ○ Integrity descriptions ○ Recognize ○ Participate TRAIN Each employee in their specific duties LABORATORY LEADERSHIP Ensures that qualified staff are hired & properly PROVIDE For new Employees trained ORIENTATION Creating a team of component personnel should begin with the CONDUCT AND Competency Assessment ○ Proper selection of candidate RECORD COMPETENCY ASSESSMENTS PROVIDE For Continuing Education Must be included in a well-defined orientation OPPORTUNITIES training program ○ Purpose: Objectively measures actual task CONDUCT Yearly.Employee performance as compared to the Performance Appraisals procedure standard PERFORMANCE STANDARDS Roles of a Quality Manager Assists the staff to understand what they need to do have a successful accomplishment of the tasks Orientation and Training enables co-workers to form a stronger sense of teamwork Employee Records Recruiting and Retaining Qualified Staff Request Training Hiring Process — Major function of the HR During the selection process, job description should be consider the applicant's: ○ Education Roles of a Laboratorian ○ Expertise ○ Skills Training and Continuing education It is also necessary to evaluate the applicant’s interpersonal communication skills (Like Request Training empathy and teamwork) Professional Development Recruitment Strategies center on techniques that are targeted toward candidates: A. INSIDE —- Change in duties Lateral Moves → Phlebotomist → HIV certified STANDARDS OF PERFORMANCE tester→Promotion like staff→Boss Evaluating candidates (clinical B. OUTSIDE — Someone outside the company, Expensive and time consuming experience,communication and interpersonal skills) References must be obtained (both current and Common approaches in Conducting an outside previous employees) recruitment campaign are: Clearly define objective and quantifiable ○ Employment Agencies performance measures for employees ○ Advertisements identify conditions in the marketplace (HR Staff) ○ Sign-Up Bonuses ○ Unsolicited Application or chance walk-ins ○ Professional organizations ○ Educational Institutions 1 I DORAN,TIP 2-C  MLS 8 MODULE 4: MANAGEMENT OF HUMAN RESOURCE LABORATORY MANAGEMENT 2022-2023 GRACELEEN FAITH R. VALENSOY,RMT IMPORTANCE OF MOTIVATION COMPETENCY ASSESSMENT METHOD Implies the existence of incentives,motives and purpose Direct Observation Defined concisely as the reason people do things they do Monitoring Records “SILENT QUITTING” Reviewing & Analyzing QC Records & Results of HIRING AND RETENTION OF STAFF proficiency Test Contributing Factors to LOSS of STAFF: ○ Economic Factors Retesting or rechecking results to compare results ○ Lack of good working environment among personnel ○ Improper Management Practices Assessing Knowledge or problem-solving skills RECRUITMENT AND ORIENTATION PERSONAL QUALIFICATION POLICIES AND PROCESS The Following questions should be Addressed: ○ Knowledge ○ Experience ○ Skills Who will conduct Assessment ○ Education What will be Assessed? JOB DESCRIPTION Should : Which job or tasks and procedure performed in the ○ Lay out all activities and tasks pre-examination,examination and post-examination ○ Specify responsibilities for conducting testing & testing process will be assessed? implementing the quality system ○ Reflect the employee’s background training When will assessments occur? ○ Be kept current & be available for all people working in the laboratory PROCEDURE FOR COMPETENCY ASSESSMENT Staff Position requirements is dependent on the following: 1. The assessor contacts the employee in advance - ○ Laboratory Size pre arranged time ○ Complexity of Testing Services 2. The assessment is done while the employee is performing tasks using routine samples ORIENTATION 3. The assessment is done by a specified method Purpose: Introducing a new staff member to the previously described & is documented in a logbook. new work environment & to their specific tasks or 4. The results of the assessment are shared with the duties employee. Should include the following aspects: 5. A remedial action plan is developed defining ○ General Orientation required retraining. ○ Personal Policies 6. The employee is asked to acknowledge the ○ Employee Handbook assessment, related action plan, & reassessment ○ Copy of the employee’s job description ○ Overview of SOP’s ★ If more than one person makes the same error even A checklist that address each aspect of the after training has occurred, consider the root cause orientation is important of the error, such as equipment malfunction & operating procedure ambiguity. COMPETENCY AND COMPETENCY ASSESSMENT COMPETENCY Application of Knowledge,skills, & behaviors used in performing specific job tasks COMPETENCY ASSESSMENT Any system for measuring & documenting personnel competency 2 I DORAN,TIP 2-C  MLS 8 MODULE 4: MANAGEMENT OF HUMAN RESOURCE LABORATORY MANAGEMENT 2022-2023 GRACELEEN FAITH R. VALENSOY,RMT TRAINING AND EDUCATION RESOURCES TRAINING Provide & develop knowledge, skills, & behaviors Linked to the job description & competency assessment Focuses on identified gaps in specific tasks to be performed by the employee RETRAINING Done when competency assessment reveals the need for improving an employee's knowledge and skills CROSS An opportunity for staff to TRAINING acquire skills outside their own discipline Allows for flexibility in shifting or reassigning personnel whenever needed CONTINUING brings employees up-to-date in a EDUCATION particular area of knowledge or skills WHY IS IT NECESSARY TO HAVE CONTINUING EDUCATION? Achieve quality practices in the laboratory & produce accurate, reliable and timely test results Help staff achieve personal career goals Improve the organization's capabilities & ACHIEVEMENT of quality objectives MODES OF TRAINING AND CONTINUING EDUCATION WHAT SHOULD BE CONSIDERED FIRST? Identification of training needs Design of training Provision of training Evaluation of training results EMPLOYEES PERFORMANCE APPRAISAL EXAMPLES OF TRAINING AND CONTINUING EDUCATION ACTIVITIES PERIODIC APPRAISAL - assessing Starting a journal club Employees overall performance should have a Starting case study discussion groups periodic formal appraisal Watching videotapes & DVDs Performance standards can be utilized to do the Researching a topic & presenting findings to appraisal colleagues Using interactive self-study programs What will be the effect of periodic appraisal to the Collecting and maintaining a set of teaching slides employees? ○ Help them understand what is required to successfully accomplish tasks ○ Form a stronger sense of teamwork FEEDBACK - fair Appraisal can affect an employee’s morale, motivation and self-esteem, & should be conducted equitably for all employees 3 I DORAN,TIP 2-C  MLS 8 MODULE 4: MANAGEMENT OF HUMAN RESOURCE LABORATORY MANAGEMENT 2022-2023 GRACELEEN FAITH R. VALENSOY,RMT CAUSES OF POOR PERFORMANCE Excessive Workload Distractions Resistance to Change Insufficient Compromised Sample ( hemolyzed RBC) Absence of SOPs or failure to update Poorly written Job descriptions Procedures that are unclear PERSONAL RECORDS WHAT SHOULD BE INCLUDED IN THE PERSONAL RECORDS? Positions held & dates for each of these positions All Employment terms & conditions Employment details Original application & resume Tests the employee is authorized to perform Conditions of continued employment Job descriptions Both Original and subsequent competency assessments Continuing education programs attendance Personnel actions Leave records Health information Performance appraisals Emergency contact information “You've got to get your team to not only understand your company brand, but also to understand their personal brand.” - Amber Hurdle 4 I DORAN,TIP 2-C  Module 5: Job description and Job Design What is a Job? A collection of tasks, duties, and Actual hands-on tasks we do to responsibilities assigned to an accomplish the duties and individual worker responsibilities for which we are paid or rewarded What is a Job Design? 1. The organization of activities to 4. The main elements of job design create the optimum level of that HR managers are concerned performance with include: 2. The process of organizing work ○ Tasks into jobs ○ Motivation ○ Division of Labor ○ Resource Allocation ○ Rewards systems (monetary 3. Helps your firm find the most or non-monetary) efficient way to operate 5. Improve the quality of work life and satisfaction for your employees 6. Leads to a smoother running, more profitable business Problems associated with Job design: Unless lower-level needs are satisfied, people will not respond to opportunities to satisfy upper-level needs May raise employees’ expectations beyond what is possible May be resisted by labor unions who see the effort as an attempt to get more work for the same pay Main Determinants of a Job Design Main Determinants of a Job Design Organizational Factors 1. Organizational Factors Issues of productivity gains and 1  a. Management styles efficiency for survival b. Bureaucratic structure Laboratories must be highly c. Products or services productive and cost-conscious produced (solvency) d. Technology Requirements Technological advances, e. General Economic Health personnel evaluations, of the Enterprise user-friendly workstations Need for people who are technically and legally qualified to perform the production process 2. People Issues or Needs People Issues or Needs a. People’s skills and 1. Herzberg’s Motivators limitations 2. Job Behavior Factors b. Personal motivational 3. Worker Selection needs 4. Job Enrichment c. Behavior characteristics d. Expectations e. Social mores f. Workforce availability g. Ability to function in the conditions of the work environment Herzberg’s Motivation Hygiene Factors (makes one Motivating Factors (decreases productive, creative & committed) dissatisfaction of employees) Achievement Relationship with peers Recognition Company policies The work itself Physical workspace Job advancement opportunities Working conditions Growth opportunities Salary Status Security Supervision 1. Opportunity for achievement 2. Recognition for one’s role in the success of the group 3. Challenging work 2  4. Responsibility 5. Chance for advancement and personal growth Job Behavior Factors Five areas where a manager can 1. Autonomy intervene in the job design process to 2. Variety help satisfy human needs: 3. Task Identity 4. Task significance 5. Feedback Workers Selection Job Enrichment Match individual needs, desires, and Efforts to make work more expectations with specific jobs available meaningful and satisfying by: in a facility ○ Increasing the level of autonomy, control and responsibility for job performance in areas that allow professional growth Key Points in a Job Enrichment Job Redesign Program 1. Skills variety Process by which managers 2. High task identity reconsider what employees are 3. Human interaction and respect expected to do 4. Autonomy in work procedures, Matching the right people with work flow and quality the right job to achieve a 3  measurements workforce that is productive in 5. Timely performance feedback both volume and economics Job Enlargement Increasing the number of tasks for which an individual is responsible Can be an effective motivation tool if it offers professional growth Part II: Job Analysis Process of collecting and analyzing information about tasks, workflow and jobs being done in an organization Aims to develop: ○ Job descriptions ○ Work standards ○ Performance appraisal systems Purpose - Provide an objective description of the job itself Result: Job description Factors considered in a Job Analysis Method for Job Analysis 1. Industrial Engineering 2. Data Collection Breaking down each tasks into its Strategies: smallest components: Interview staff, supervisors and ○ Identify areas for customers 4  improvement Hire a job analyst to make Each step is timed and studied in observations order to eliminate unnecessary Have workers fill out checklist motions about their work ○ Time-motion study Talk with experts Get employees to maintain logs or diaries of their tasks Use a combination of these techniques 3. Dictionary of Occupational Titles 4. Functional Job Analysis Coding system that allows for 1. What workers do in relation to analysis and comparison of jobs data, people, and jobs based on a nine-digit code 2. What methods and techniques First 3 digits: Occupational category of the workers use the Job 3. What machines, tools, and Next 3 digits: Degree of Functional equipment the workers use Difficulty 4. What materials, products, subject Last 3 digits: Descriptive title of Jobs matter, or services the workers within the same occupation category produce Part III. Application of Job Design Information Application of Job Design Information Staffing Scheduling How many Matching the people now working What types of personnel in the laboratory with current Ensures that there is: workload requirements ○ Appropriate personnel to Determines where and when deliver a timely employees work and results in a ○ High quality service schedule posted in a periodic Hiring the Right person at the basis right job Match the people with the current workload required Factors to be considered in making a schedule: 1. Availability of Staff 2. Type and Volume of work performed 3. Workplace itself 5  Job Description and Performance Appraisals Formal written documents of Job Performance appraisal design: 1. Forms used in conducting 1. Formal communication system performance appraisal system 2. Used by an organization to assess 2. Job description and provide feedback to employees about job performance expectations Job Description (Part IV.) A written statement that Establishes the authority for the designates the tasks, duties, worker to do the job and sets the working conditions and reporting boundaries and limitations of relationships for a specific job responsibilities Composition of a Job Description A1. Employee Identify duties, tasks, and responsibilities of the job Objectives Provide orientation to the organization and workplace assignments Give guidelines and direction to the performance expectations Set the limits and boundaries of the responsibility Assign the authority to act in performing duties 6 A2. Organizational Decrease or minimize confusion, and misunderstanding Objectives between employees and supervisors about duties Recruit and select qualified personnel Design orientation and training programs Assign staffing levels and schedules Determine performance standards Meet legal, professional and labor contract obligations Establish when to intervene with corrective action when performance falls below standards Set uniform company policy to ensure equity and fair treatment of all employees B1. Historical Knowledge parameter requirements Training and education requirements Technical abilities Hands-on experience and physical skills Judgment factors Degree of autonomy in decision making Relationships Communication routes, supervision and management status Attendance and reliability Expectations regarding technical and physical demands B2. CLIA’88 Competency Rules Stages of employee Competency Assessments C. Authority Scale A quantitative scale that defines the specific level of independence or freedom to act in performing a job duty without immediate consultation with a supervisor. Authority Level Description 7  1 No prior checking or special notification 2 Notify supervisor ASAP during normal working schedule 3 Must attempt to consult supervisor before acting 4 Not authorized to act D. Format (Writing the Job Description) 1. Identification and Headings 2. Job specifications 3. Reporting Relationships 4. Duties 5. Authority Scale 6. Performance and Evaluation Criteria 7. Approval Signatures 1. Identification and Headings Name of Facility Location ○ Department ○ Section Job Title Position Summary 8  2. Job Specifications Educational Qualification Licensure Qualification Experience Working Conditions 3. Reporting Relationships Immediate Supervisors Supervisory Responsibilities 4. Duties Tasks Responsibilities Functions 5. Authority Scale 9  6. Performance and Evaluation Criteria Technologist performs tests and procedures on specimens received in the Hematology Section (Incomplete) Technologist performs tests and procedures on specimens received in the Hematology Section according to the standards and protocols contained in the procedure manual (Complete) 7. Approval Signatures Name, position, and signature of person who wrote the job description Date that description was prepared or modified Effective date Name, position, and signature of approving authority 10  Policy and Procedure Manuals I. Overview: 1. Policy 2. Procedure 3. Manual 4. Policy Manual 5. Procedure Manual 1. Policy Laboratory Policy Manuals may General Topics Included in include: Policy Manuals Dress codes Administrative organization Food and smoking rules Employment and personnel Telephone use process Safety rules Adherence and enforcement of Absences and late arrival safety and health procedures notifications Disaster plans Vacation and holiday requests Confidentiality and release of Supply requisition patient information Security and access to facilities Statement or Memo 1  2. Procedure An instructional document Standard Operating Procedure ○ Operate instrument (standardized) ○ Perform test ○ Processing Example of laboratory procedure II. Objectives of Policy Manuals and manuals: Procedure Manuals Technical manuals To ensure effective Contain procedures for communication between the performing tests, operating members of the organization instruments, or processing quality To remove any ambiguities control information To allow uniform and consistent application of the laboratory policies and procedures POLICY vs. PROCEDURE 2  3. Manual Types of Manual: A. Policy Manual B. Procedure Manual A. Policy Manual B. Procedure Manual Contains policies that apply to A type of manual the general and overall Contains procedures operations of the institution Purpose of PROCEDURE MANUALS: III. Types of Policy and Procedure Standardize the way tasks and Manuals tests are performed A. EXTERNAL MANUALS Ensure that all work is performed a. Directed for the users of according to criteria set laboratory services Assist in problems which require A1. Specimen Collection Manual troubleshooting A2. Laboratory Service Manual B. INTERNAL MANUAL a. Designed for workers of the laboratory B1. Administrative manuals B2. Technical manuals B3. Safety manuals B4. Quality Management manuals Identify if: External Manual or Internal Manual 1. Information of laboratory's deadline for accepting stool specimen for fecalysis - EXTERNAL 2. Proper method for collecting midstream clean catch urine - EXTERNAL 3. Differentiating exudates from transudates - INTERNAL 4. Advice on the need to bring receipt and ID when getting results from the laboratory - EXTERNAL 5. How to perform an AFB smear - INTERNAL A. EXTERNAL MANUALS A1. Specimen Collection Manual A2. Laboratory Service Manual Contains Detailed Instructions For Covers policies and procedures 3  patients and healthcare providers concerning operational factors: ○ business hours ○ services provided ○ specimen submission requirements ○ billing practices B. INTERNAL MANUALS B1. Administrative manuals B2. Technical manuals Addresses policies that apply to A procedure manual the entire laboratory Contains information and Includes: step-by-step instructions for: ○ work schedules ○ Operating instruments ○ vacation and holiday ○ Performing individual tests staffing ○ Tasks and duties ○ dress codes ○ Procedures for calibration ○ telephone use ○ changes in schedule ○ delegation ○ disaster plans ○ procedures for supply requisitions B3. Safety manuals B4. Quality Management manuals Manual dedicated to specific Contains overall policies, safety concerns present in a procedures, and rules for facility ensuring the quality of laboratory Covers physical, chemical, fire, services natural disaster, and blood borne Deals with: dangers Specimen acceptability Contains the chemical and Administrative and technical exposure control plan as dictated review of quality data 4  by OSHA (Occupational Safety Ensuring that quality standards Health Administration) and goals are achieved IV. Writing Policy and Procedure Manuals Factors to Consider in Selecting Format and Style of the Manuals 1. Skill and technical ability user 2. Manual’s use as a ready resource (it should be ready to use) 3. Performance and behavior expectations of the laboratory A. Policy Manual Format B. Procedure Manual Format Usually organized by topic Regulatory agencies have Presented using an outline model specific guidelines governing the with subject headings information provided in your Policy can range from a procedure manual format one-sentence statement to a Regulatory agencies require that more extensive discussion the laboratory maintain specific Example of a policy on dress procedures relating to the work code: "All staff will present a done in its facility professional appearance at all (standardization) times" Examples of Regulatory Agencies: JCAHO CAP AABB CLIA’88 and OSHA NCCLS Items found in a laboratory’s Technical Procedure Manual Name of test, procedure, task or Calibration duty QC procedures Effective date and any changes Interferences Short summary of the main Step-by-step instructions elements of the procedure Calculation and interpretation of Principle of the test results Specimen requirements Reference ranges Instrumentation, equipment Troubleshooting suggestions needed References Reagent preparation 5 6  MLS 8 MODULE 7: MANAGEMENT OF FINANCIAL RESOURCES LABORATORY MANAGEMENT 2022-2023 GRACELEEN FAITH R. VALENSOY,RMT ↑Spx = ↑Employees ↓Spx = ↓Employees MANAGEMENT OF FINANCIAL RESOURCES *Spx= Number of specimens* WHAT IS BUDGET? PLANNING Based on the goals and FORECASTING ZERO-BASED objectives of the institution CONTROLLING BUDGETING and disregards the past MONITORING allocations Income - Expense = 0 TWO TYPES OF MAJOR TYPES OF BUDGET OPERATIONAL CAPITAL OPERATIONAL BUDGET PREPARATION BUDGET BUDGET TIME FRAME OPERATIONAL BUDGET FORECASTING METHOD Day to Day accounting of needs and expenditures SCHEDULING FORMAT SYNTHESIS TIME FRAME This refers to the time range of a budget will cover ○ Annual - 1 year ○ Some 5 years FORECASTING METHOD In a healthcare facility it is useful to consider the historical data plus the following forecasts: Shifts in patient mix or volume Changes in medical staff composition CHanges in business parameters such as inflation and reimbursement rates Expansion or cutbacks in services Population fluctuations because of local economy SCHEDULING STAGE Budget preparation is a tedious process thus most CAPITAL BUDGET facilities start preparing their budget 6 months before the beginning of the new budget period Focuses on the laboratory’s long-term budgeting or goals (for example : Laboratory Equipments) Additional Note: Major Financial Commitment For example ang budget year: Investment January - December 2022 so dapat ang budget preparation before 6 months so ma start sya sa June 2021 THREE TYPES OR STRATEGIES OF OPERATIONAL BUDGET REVIEW OF BUDGETING PROCEDURES The decision in this 1. Developing a prediction of future volumes budgeting process is ❖ we apply growth factor* FORECAST/PROJECTION affecting by historical 2. Calculate the ratio between the item and revenue or METHODS information and anticipated volume changes such as inflation 𝐶𝑢𝑟𝑟𝑒𝑛𝑡 𝑆𝑢𝑝𝑝𝑙𝑦 𝐸𝑥𝑝𝑒𝑛𝑠𝑒𝑠 ❖ 𝐿𝑎𝑏𝑜𝑟𝑎𝑡𝑜𝑟𝑦 𝑇𝑒𝑠𝑡 𝑃𝑒𝑟𝑓𝑜𝑟𝑚𝑒𝑑 or nature of the business ❖ We still consider forecast The budget depends on a 3. Knowing the items with predetermined cost → FLEXIBLE BUDGETING variable workload volume Fixed 1 I 2-C  MLS 8 MODULE 7: MANAGEMENT OF FINANCIAL RESOURCES LABORATORY MANAGEMENT 2022-2023 GRACELEEN FAITH R. VALENSOY,RMT 4. Comparing the revenue and the expense of the department 2. Quantitative tools ❖ If nag buy ka reagent - 18% ang revenue This can vary from simple profit and loss projections sng laboratory to sophisticated models of account taxation, inflation rate, economic forecasts, and revenue and cost predictions. CAPITAL BUDGET PREPARATION Common methods used in healthcare facilities: ○ Payback Period - Determines how long it DEFINE OF CAPITAL BUDGET will take to recover cash outlays ○ Average rate of return (ARR) - A PART AND FORMATS OF CAPITAL BUDGET calculation of the attractiveness of he average yield that will be earned over an CERTIFICATE OF NEED REQUIREMENTS(CON) investment TOOLS FOR ANALYZING AND MAKING PURCHASING Additional Note: AND PROJECT DECISION Kada 5 years ang hematology analyzer every year maka earn ka sang 10% DEFINITION OF CAPITAL BUDGET 3. Net Present Value(NPV) - Determines the current value of an investment considering the impact of CAPITAL BUDGET CAPITAL ITEMS interest and inflation and the anticipated revenue Additional Note: Monetary Needs Purchases or Ang aton 100 pesos nga na earn ta year end is worth 91 of the institution projects that meet pesos nlng in todays month specific guidelines of time price and purpose 4. Internal Rate Return - Known as time adjusted return method THREE CRITERIA OF CAPITAL BUDGET Additional Note: TIME CRITERIA Nag invest ta bi 100 pesos today with a 20% return ○ At Least 1 year money investment so ma yield sya 120 pesos in the PRICE CRITERIA future. ○ Widely and depends on the accounting policy of the business PURPOSE CRITERIA ○ Entirely new instruments,or building projects should normally fall under capital budget PARTS AND FORMATS OF CAPITAL BUDGET There are two parts of a capital budget: 1. Projects costing less than a set limit 2. Projects costing above the set limit which requires extensive in depth analysis. CERTIFICATE OF NEEDS REQUIREMENTS It is required from a healthcare facility. The purpose of this is to control spiraling medical costs, and to avoid duplication of services and the overbuilding of hospital beds TOOLS FOR ANALYZING AND MAKING PURCHASING PROJECT DECISION 1. Narrative Tools Written justification of the project and prioritization of the competing proposals JUSTIFICATION PRIORITIZATION The manager Prioritize the must explain why project in the time the project is frame and in needed relation to other requests. 2 I 2-C  Mariano, D.R. Laboratory Management Module 8: Communication Process Words & signals are heavily dependent on the language of the group & the shared level of knowledge COMMUNICATION Medium or Communication Channel Act or process of receiving and transmitting messages and that messages are correctly received and understood Pathway through which the encoded message is transmitted. COMMUNICATION & MANAGEMENT Classification of Communication  Increased efficiency in new technologies & skills 1. Tactile- taste or smell  Improved quality of products & services 2. Olfactory smell  Increased responsiveness to customers  More innovation through communication. 3. Audio- sound waves 4. Visual- visual elements or properties THE DANGERS OF INEFFECTIVE COMMUNICATION- The choice of medium depends on the: Organizational performance suffers & any competitiveadvantage the organization might have is likely to be lost. Interpersonal relationships between the sender & the receiver. RECEIVER/ DECODER The emotional state & social status of the receiver in relation to the TYPES OF COMMUNICATION sender may affect receptiveness. 1. Internal Communication Idea receiving 2. External Communication DECODING ELEMENTS OF COMMUNICATION PROCESS The degree to which the receiver decodes the message depend on 1. Sender his knowledge of the subject matter, experience, trust & 2. Encoding relationship with the sender 3. Message 4. Medium or Communication Channel Interpreting messages 5. Receiver 6. Decoding FEEDBACK 7. Feedback Response SENDER Increases the effectiveness of the communication as it permits the  Initiates the conversation & has conceptualized the idea that sender to know the efficacy of his message he intends to convey it to others. Active interchange between the sender & receiver to avoid confusion.  Idea- generating  Person who formulates the message Observation of the response of the receiver of the message.  Primary source of message- other name Noise- is anything that distorts the message Function - they decide on what to communicate, encode and transmit. ENCODING Sender begins with the encoding process using certain words or non-verbal methods to translate the information into a message. Translate message into simple language Idea generation Message Word selected, voice tone, gestures & verbal images all have ORIGIN OF THE NOISE associated connotation that imply meaning or even hidden 1. Message messages. 2. Channel MLS-2C/ 1  Mariano, D.R. Laboratory Management 3. Context METHOD: open- door policy, social gatherings, reports, direct 4. Sources correspondence, counseling 5. Receiver LATERAL If there is noise there is an ineffective communication. Between departments or people on the same level in an organizational structure CONCERN: advice, problem solving or coordination of activities COMMUNICATION NETWORKS AND CHANNELS METHODS: face- to- face discussions, memos 1. Formal Communications Network (memos, newsletters, work orders) DIAGONAL/ CROSSWISE 2. Informal Networks (news media, sales person, tv, radio) Horizontal flow of information as well as interaction across different levels of an organization’s hierarchy Informal Communication METHODS: general notices, informal meeting, formal conferences, - Grapevine lunch hour meetings - Constructive & informative - Detrimental effects on victims MEANS & METHODS OF COMMUNICATION Antidote 1. Dynamic Communication 2. Canned or Packaged Messages - Spirit of inclusion, openness & involvement - Timely sharing of information DYNAMIC COMMUNICATION FACTORS TO CONSIDER IN SELECTING Simultaneous exchange of ideas & information & spontaneous of COMMUNICATION CHANNEL receipt of feedback between both parties 1. Information richness Ex. Face to face meeting/ discussion 2. Amount of time needed for communication CANNED OR PACKAGED MESSAGES 3. A paper or electronic trail Through meetings, via telephone, computer networks, & videoconferences, written memos, short notes on post-It attached COMMUNICATION DIRECTIONS to reports, taped video or audio programs. COMMUNICATION FORMATS 1. Written communication 2. Oral/ Verbal 3. Visual/ Non- verbal WRITTEN COMMUNICATION Some records are kept:  Internal: notice board, memo  External: email, fax DOWNWARD ADVANTAGE DISADVANTAGE Record kept No instant feedback Communication flows from TOP to BOTTOM Don’t have to remember May not be confidential CONCERN: performance feedback & directions