LMGT 311 Laboratory Management Lecture I 2024 PDF

LMGT 311 I 2024 LABORATORY OUR LADY OF FATIMA UNIVERSITY MANAGEMENT LECTURE I LABORATORY...

LMGT 311 I 2024 LABORATORY OUR LADY OF FATIMA UNIVERSITY MANAGEMENT LECTURE I LABORATORY BACHELOR OF SCIENCE IN MED LAB SCI THIRD YEAR I 1ST SEMESTER TRANSCRIBED BY: J. HERSHEY REYES WEEK 8: HUMAN RESOURCES MANAGEMENT There are ten (10) areas normally considered by Personnel Management personnel policies: It is the phase of management concerned with the 1. Recruitment, selection and planning engagement and effective utilization of 2. Employee induction and training manpower to obtain optimum efficiency of human 3. Employee rating and promotion resources. (also known as personal administration) 4. Transfer, downgrading and lay-off 5. Disciplining and discharge Personnel program: It consists of a series of 6. Salary and wage administration activities intended to carry out the personnel 7. Changes in work assignment and hours policies of the laboratory for the purpose of realizing 8. Services for employees objectives of the organization. 9. Employee’s health and safety 10. Employee’s participation and work 1. Employment- recruitment, interviewing, problems testing, induction, placement, transfer, merit, rating, promotion, training, counseling SOURCES OF LABOR: and separation of employees Internal Sources- are the employees actively 2. Safety- provisions for safety standard, working in the laboratory mechanical safeguards, accident investigation, safety rules and safety External Sources- include person who apply in records and statistics person, who answer advertisement and who are recommended by schools 3. Employee relations- matters related to collective bargaining, wage and salary administration, grievance system, medical Theories of Motivation and dental services, labor management relations and morale studies Motivation is a general term applying to drives, desires, needs, and wishes of an individual in order 4. Employee research and standards- job to perform. analysis, job description, job evaluation, job ➔ It involves a chain reaction- starting out grading wage analysis, organization with felt needs, resulting in wants or goals planning and employee manuals sought which gives rise to tensions (that is unfulfilled desires), then causing action 5. Employee services- recreational plans, toward achieving goals and finally satisfying insurance plans, profit sharing plans, and wants. miscellaneous services 1. Herzberg’ Motivation-Hygiene Theory Composed of extrinsic factors or hygiene Personnel Policy factors and intrinsic factors or motivation factors It is the statement of intention that commits the laboratory manager to a general course of action in order to accomplish a specific purpose 1  Extrinsic Factors or Intrinsic Factors or Hygiene Factors Motivation Factors This theory needs the following work related needs: Pay or salary increases Achievement completing important task successfully ➔ Achievement needs- job and Technical supervision or career success having a competent Recognition (being single ➔ Power needs- control and superior out or praise) influence ➔ Affiliation needs- warm, friendly The human relation Responsibility for one’s own or other work relationships Organization policy and administration Advancement (changing 5. Aldefer’s ERG Theory status through promotion) E- existence need; physiologic needs Working condition or R- relatedness needs; interpersonal physical surrounding relationship, acceptance and belonging Job security G- growth needs; creativity, challenge and personal growth on the job 6. Vroom’s Expectancy Theory 2. Maslow’s Theory This motivation theory holds that: Dr. Abraham M. Maslow postulated five ➔ Effort will bring rewards basic needs which are organized into ➔ Variables influence the selection successive levels. Unfulfilled needs drive a decision: Expectancy person to work. ➔ Outcome, Instrumentality, Valance and Choices ➔ Physiological needs ➔ Safety needs 7. Adam’s Equity Theory ➔ Love needs This theory holds that they are perceived ➔ Esteem needs in their work situation, especially ➔ Need for self-actualization compared with people in similar positions. Key concepts include comparison and 3. McGregor’s Theory perception Based on the work of maslow, McGregor has described two extreme management 8. Skinner’s Reinforcement Theory styles, Theory X and Y B.F Skinner’s theory of motivation is based on the observation that we tend to behave Theory X Theory Y to the way we are treated People hate to work; that People don’t have to be they need to be driven forced or threatened to COMPONENTS: work Threatened or punished to ➔ Law of Effect- proposed by E.L Thorndlike which achieve organizational Work is considered as states that we act in response to expected goals natural as rest or play consequences They lack ambition and They will commit ➔ Stimulus- an event that leads or influences to a want only security themselves to the external response organization ➔ Response- behavior that results from a stimulus ➔ Reinforcement- consequence of an action or People want responsibility response ➔ Behavior motivation- the application of practice of reinforcement 4. McClelland’s Achievement Model This ties the strength of behavioral motives to the individual’s assessment of the likelihood of achieving a specific goal. 2  2. Benevolent and Authoritative- a know-how feeling Organizational Factors that Influence Leadership Success for the best for the employees and need only inform and direct their actions without seeking any feedback INTERNAL FACTOR: LEADERSHIP 3. Consultative- through the opinions and advice of the staff are useful, the decisions remain exclusively Leadership refers to the people in your organization to the manager that make all the major decisions regarding financing, budget, sales, marketing, and human 4. Participative- the input and responsibility for resources decision making process are placed directly on the staff with only general guidance and oversight from Organization with strong leadership have a clear the management. This involves “Team Approach” vision for the future, a plan of how to achieve their goals and a quantifiable way of measuring success Principles of Leadership Developed the kind of management structure that enables employees to feel empowered, while also 1. Employee Oriented- where managers had strong meeting production and sales goals. ties rather that in production work INTERNAL FACTOR: EMPLOYEES 2. Product Oriented- emphasize the high productivity at the expense of all other factors Motivate workers that understand management’s expectations and are given the tools, training, 3. Structure Style- where the manager directs the staff support, and encouragement to not only meet toward getting the work done; paying attention to those expectations but to exceed them. assigning particular tasks, specifying and clarifying what is expected of subordinates and the uniformity Managers must ensure that they are in constant of the procedures to be followed and personally communication with employees and that any deciding what and how work will be done. problems or dissatisfaction within the rank and file is handled in a timely manner. 4. Consideration Style- shown by managers effort to explain their action, treat workers as equal, listen to When employees feel valued and rewarded, they subordinates concerns, look out for their personal will go above and beyond to maintain a high welfare, give advance notice of changes and organizational standard. generally, friendly and approachable EXTERNAL FACTOR: CUSTOMERS/CLIENTS Notes: ➔ Human Resource Management- a distinctive Customers satisfaction to the product and services approach to a employment management which seeks to achieve competitive advantage through the strategic development of a highly committed and EXTERNAL FACTOR: ECONOMY capable workforce, using an integrated array of cultural, structural, and personnel techniques Business owners can’t control the economy, but they must respond to indicators that trend upward or downward, then adjust their own operations accordingly. Leadership Models 1. Exploitative and Authoritative- views the workers as tools and means of production without no further obligation to them 3