LGMT PRELIMS.pdf

LABORATORY MANAGEMENT OLFU - COLLEGE OF MEDICAL LABORATORY SCIENCE (2024 -2025) FIRST SEMESTER - PRELIMS INFORMATION MANAGEMENT o It is a system that incorporates all the processes o Bizbox – a computer system throughout a...

LABORATORY MANAGEMENT OLFU - COLLEGE OF MEDICAL LABORATORY SCIENCE (2024 -2025) FIRST SEMESTER - PRELIMS INFORMATION MANAGEMENT o It is a system that incorporates all the processes o Bizbox – a computer system throughout a needed for effectively managing data—both incoming hospital. Information of the patient that can be and outgoing patient information. easily transferred. o Laboratory are loaded with information and effective communication is one of the most important skills Communication and information flow or transfer throughout the needed in pathology, to delivere the services healthcare setting are very complicated!!! effectively. (Pagbibigay ng lab results) o Communication can be defined a number of ways! THE PURPOSES SHOULD INCLUDE THE EDUCATION o It is important to have an organized information OF ALL CLIENTS ON: management. Merong methods, ways, or techniques on how we store, manage, or organize. THE APPROPRIATE UTILIZATION OF LABORATORY SERVICES COMMUNICATION o Test orders, Frequency of test orders, Specimen collection and transport, Testing turnaround times, o Exchange of thoughts, messages, or information Report formats, Additional report comments, using speech, signals, writing, or behaviour. Reference ranges, Consultation options, Test o The art and technique of using words effectively to limitations. impart information or ideas. o A system, such as mail, telephone, television, or THE EXTENT OF SERVICES OFFERED computer, for sending and receiving messages. o Test menu, Test available for STAT testing, o The exchange or transmission of ideas, attitudes, or Comprehensive test parameters beliefs between individuals or group. REGULATIONS CONCERNING THE OPERATION OF THE IMPORTANCE OF COMMUNICATION IN THE LABORATORY AS WELL AS ANY MANDATED MANAGEMENT THEORIES: COMMUNICATION o Hours of operation, Performance of tests per shift, 1. Chester I. Barnard wrote in (1938) in Functions of STAT reporting, Critical value reporting, laboratory the Executive organization chart. o That the first executive function is to develop and maintain a system of communication. ELEMENTS OF A COMMUNICATION PLAN 2. In The Management of Organizations, Hicks stated, Define objectives and purpose of the plan “Organizational interaction depends on o Use a concise message communication.” o Gear communication to education level of recipient. o Organizational interaction depends on o If the person is not literate enough to understand big communication words, we can talk to the person in Filipino language o Communication is of prime concern to managers (use simple words for the recipient to understand it.) because it makes cooperative action possible. o In a group, you have to communicate with the Identify the structure and format of written communiques members, employees, and members of the o Design a format and use it as a template for all written community. Without communication, goal would communications. not be achieved. o Eg; may format for urinalysis for releasing tests sa urine, (format sa hematology, etc) 3. Peters and Waterman, In Search of Excellence, state, “The nature and uses of communication in List recipients of laboratory communication excellent companies are remarkably different from o Identify all stakeholders who should receive those of their non – excellent peers.” communication (medical staff, laboratory staff, o Communication and information flow or transfer administration, clients, computer services, patients, throughout the healthcare setting are very etc.). complicated. o Information must be exchanged between internal Identify the method(s) of communication departments, external departments, external o Written (memo, newsletter, email, specimen collection vendors and regulators, and the laboratory’s manual, etc.), clients (customers). o Verbal (phone call, intercom, etc.) o Any time the flow of information is improved, the o Visual (banner, poster, video, etc.) efficiency of the laboratory will be improved. o In delivering messages, Management should MEANS AND MECHANICS OF EFFECTIVE have a communication strategy—a plan that is COMMUNICATION used whenever the laboratory has information that it wants to disseminate. EJPM 3-Y1-6 1  LABORATORY MANAGEMENT o Heller wrote, "For effective communication, you must each of these elements and how they relate to each be aware of the means and the channels with which other. to transmit and exchange information." CHARACTERISTICS OF DOCUMENTS METHODS OF COMMUNICATION ACTION Examples o Communicate information to all persons who need it, (demonstration) including laboratory staff, users and laboratory VERBAL Telephone, intercom, face-to-face management personnel. o Needs to be updated or maintained; o Must be changed when a policy, process or procedure WRITTEN Memoranda, email, newsletter, flyer, manual changes; o Establish formats for recording and reporting VISUAL Videos, posters, presentation, personal information by the use of standardized forms—once digital assistants the forms are used to record information, they become records. TYPES OF COMMUNICATION RECORDS INTRA-DEPARTMENTAL COMMUNICATION o Laboratory managers must encourage a routine o Are the collected information produced by the exchange of thoughts and messages between the laboratory in the process of performing and reporting laboratory departments, management and staff, and a laboratory test. different shifts. o The laboratory's organizational structure is based on CHARACTERISTICS OF RECORDS the disciplines of pathology and laboratory science, which may not always be conducive to an open flow o Needs to be easily retrieved or accessed of information. o Contains information that is permanent, and does not o WITHIN the laboratory department (Bacteriology, require updating. Hematology, Clinical Chemistry department, etc) POLICY INTER-DEPARTMENTAL COMMUNICATION o A documented statement of overall intentions and direction defined by those in the organization and o The flow of communication beyond the laboratory endorsed by management. includes that between the laboratory and the institution's administration (whether it is the vice PROCESS president of clinical services or the office manager in a physician's office) and its clients (e.g., patients, o Steps involved in carrying out quality policies. physicians, and non-physician caregivers). o A set of interrelated or interacting activities that o Written communication tends to be more formal than transform inputs into outputs (ISO 9000). intradepartmental and needs to be carefully structured. PROCEDURES o Kasama na ang buong hospital (NICU, ICU, Emergency room, etc) o Specific activities of a process o Easily described as the performance of a test. EXTERNAL COMMUNICATION o Procedures are very familiar to laboratorians o Entities external to the organization include insurance companies, the federal government, accrediting WORK INSTRUCTIONS OR JOB AIDS agencies, competitors, and others. o There are myriad regulations that affect a laboratory's o Shortened versions of sops that can be posted at the operation, such as a license to operate and personnel bench for easy reference on performing a procedure. policies. They are meant to supplement, not replace, the sops. o Insurance companies – communicating about sa bill o It is designed for use directly at the testing site. It ng patient. Problem sa account ng patient for billing, should be placed in a visible location, and serves as a etc. reminder of the steps that need to be completed. o Job aids – visual aids (nakadikit sa wall as reminders) DOCUMENTS STANDARD OPERATING PROCEDURE (SOP) o Provide written information about policies, processes and procedures. o Is often used to indicate these detailed instructions on o Some examples includes a quality manual, standard how to do it. operating procedures and job aids. o SOP – detailed manual of all procedures in the o Includes all the written policies, processes, and laboratory (equivalent ng book) procedures of the laboratory in order to develop laboratory documents, it is important to understand WHY ARE DOCUMENTS IMPORTANT? EJPM 3-Y1-6 2  LABORATORY MANAGEMENT o Essential guidelines for all of the laboratory o Are documents, and contain written step-by-step operations. instructions that laboratory staff should meticulously o Some of the important documents that every follow when performing a procedure. laboratory should have include. o A laboratory will have many SOPs, one for each procedure conducted in the laboratory. QUALITY MANUAL WRITTEN SOPS ENSURE THE FF: o Overall guiding document for the quality system and provides the framework for its design and CONSISTENCY implementation. o Everyone should perform the tests exactly the same o A laboratory is required to have a quality manual for way so that the same result can be expected from all ISO accreditation. staff. SOPs (STANDARD OPERATING PROCEDURES ACURACY o Following written procedures helps laboratory staff o Contain step-by-step written instructions for each produce more accurate results than relying on procedure performed in the laboratory. These memory alone because they will not forget steps in instructions are essential to ensure that all procedures the process. are performed consistently by everyone in the laboratory. QUALITY o Consistent (reliable) and accurate results are primary REFERENCE MATERIALS goals of the laboratory, and could be considered as the definition of quality in the laboratory. o Good reference materials are needed in order to find scientific and clinical information about diseases, A GOOD SOP SHOULD BE: laboratory methods, and procedures. o Para malaman if tama and accurate DETAILED, CLEAR AND CONCISE o So that staff not normally performing the procedure DOCUMENTS IN THE LABORATORY MUST BE will be able to do so by following the SOP. o Eg; Junior Medtechs will still be able to perform o Written clearly and concisely procedures without the help of a senior medtech o Written in a user-friendly style o Written so as to be explicit and accurate, EASILY UNDERSTOOD BY NEW PERSONNEL/STUDENTS o Maintained to ensure that it is always up to date IN TRAINING QUALITY MANUAL REVIEWED AND APPROVED BY THE LAB MANAGEMENT o Approval is indicated by a signature and a date (this is o The quality manual is a document that describes the important to ensure that the procedures being used quality management system of an organization (ISO for testing in the laboratory are those that are up to 15189). date and appropriate). PURPOSE OF QUALITY MANUAL UPDATED ON A REGULAR BASIS o Clearly communicate information o Serve as a framework for meeting quality system PREPARING SOPS requirements. o Convey managerial convey managerial o It is important to assess the scientific validity of the procedure. WRITING A QUALITY MANUAL o Writing the procedure, include all steps and details explaining how to properly perform the procedure The key points to remember about the quality manual are: o The SOP should refer to any relevant procedures that o There is only one official version may be written separately, such as instructions for o The quality manual is never finished—it is always sample collection or quality control. being improved o Finally, a mechanism should be established for o It should be read, understood and accepted by keeping SOPs updated. everyone o It should be written in clear, easily understood SOPS SHOULD INCLUDE THE FOLLOWING INFO: language o The quality manual should be dated and signed by the TITLE management. o Name of test STANDARD OPERATING SYSTEM PURPOSE o Include information about the test (why it is important, how it is used, and whether it is intended for EJPM 3-Y1-6 3  LABORATORY MANAGEMENT screening, to diagnose, or to follow treatment and if it EXAMPLES OF LABORATORY RECORDS is to be used for public health surveillance) o Sample logbook, registers INSTRUCTIONS o Laboratory work books or worksheets o Detailed information for the entire testing process, o Instrument printouts—maintenance records including pre-examination, examination and post- o Quality control data examination phases o External quality assessment or proficiency testing o THREE TYPES OF INSTRUTIONS: records; o Patient test reports Pre-Examination Instructions o Personnel records  Should address sample collection and o Results of internal and external audits transport to the laboratory, and conditions o Continuous improvement projects needed for proper sample handling o Incident reports o User surveys and customer feedback; Examination Instructions o Critical communications  Address the actual step-by-step laboratory procedures to follow and the THE FOLLOWING IS A LIST OF TEST REPORT quality control procedures needed to CONTENTS REQUIRED BY ISO 15189: ensure accuracy and reliability o Identification of test Post-Examination Instructions o Identification of laboratory  Should provide information on reporting o Unique identification and location of patient, where the results, including the unit of possible, and destination of the report measurement to be used, the normal o Name and address of requestor (reference) range, ranges that are life- o Date and time of collection, and time of receipt in threatening (sometimes called "panic laboratory values") and instructions for how to deal o Date and time of release of report primary sample with an urgent report. type o Results reported in SI units or units traceable to SI NAME OF THE PERSON PREPARING THE units, where applicable SOP o Biological reference intervals o Applicable comments relating to quality or adequacy SIGNATURES OF APPROVING OFFICIALS of sample, methodology limitations or other issues AND DATES OF APPROVAL that affect interpretation (may mens, patient na dapat o it is necessary to follow the laboratory's quality policy may fasting pero hindi nagfast, etc) and regulatory requirements. o Identification and signature of the person authorizing release of the report MANUFACTURER’S INSTRUCTIONS o If relevant, notation of original and corrected results. o Instructions that the manufacturers provide in their Storing documents and records must be given careful product how to perform test but do not include other consideration! as the main goal of documentation is finding the important information that is specific to laboratory information when it is needed. policies o Usually, manufacturers instruction be described the RECORD RETENTION recommended quality control procedures for the tests but that recommendation may not be as Retention times for records should be determined in each comprehensive as protocols that a laboratory has put laboratory, based on a number of factors: into place. o The length of time the laboratory will need to have IMPORTANCE OF RECORDS access to its records o Government requirements or standards that dictate o Laboratory information, either written by hand or record retention times computer-printed. They are permanent, and are not o Whether the laboratory is engaged in ongoing revised or modified. They should be complete, legible research requiring many years of data and carefully maintained, as they are used for many o The time interval between the laboratory’s purposes: assessments or audits.  Continuous monitoring INFORMATION MANAGEMENT SYSTEM  Tracking of samples  Evaluating problems o Laboratory directors need to ensure that the  Management laboratory has an effective information management system in place in order to achieve accessibility, o Good records serve as a very important management accuracy, timeliness, security, confidentiality and tool. privacy of patient information. EJPM 3-Y1-6 4  LABORATORY MANAGEMENT IMPORTANT ELEMENTS: BARCODING o Unique identifiers for patients and samples o Can facilitate processing of clinical specimens o Standardized test request forms (requisitions) o Logs and worksheets INTERFACE o Checking processes to assure accuracy of data o Can be connected to clinical instruments and other recording and transmission information system through an EDI o Protection against loss of data o Protection of patient confidentiality and privacy MANUAL PROCEDURES o Effective reporting systems o If the computer system goes down for any length of o Effective and timely communication time, o contingency plan. COMMON PROBLEMS OCCUR WHEN MANAGING SYSTEM MAINTENANCE LABORATORY INFORMATION: o LIS needs to be shut down or taken offline periodically for software upgrades and other maintenance. o Incomplete data for test interpretation, or insufficient o Usually at night (maintenance) or illegible identification o Forms that are inadequately designed to meet DISASTER RECOVERY laboratory and client needs o Every laboratory needs a plan to restore the system o Standardized forms prepared by others that may not after system disruption by a storm, fire, or other be suitable for all laboratories hardware damaging situation. o Inability to retrieve data due to poor archiving processes or insufficient backup of computerized INFORMATION PROVIDED BY LIS information o Poor data organization, which may hinder later data PATIENT DEMOGRAPHICS analysis efforts to meet research or other needs o Incompatibility between computerized information WORK LISTS systems and equipment or other electronic systems, resulting in problems with data transmission. DATA RETRIEVAL (INQUIRY) o Generate patient results LABORATORY INFORMATION SYSTEMS o Perform delta checks o Patient results can be retrieved o A computer network of hardware and software for o Electronically at a client or via the internet receiving, processing, and storing laboratory data and information. REFLEX TESTING o It can interface with laboratory instruments to transfer o If an initial test result is positive to outside normal data into patient records, evaluate quality control data, parameters the LIS can automatically order a second and store preventive maintenance records. appropriate test o Can interface with an HIS, pathology information system, and other information systems. CURRENT PROCEDURAL TERMINOLOGY CODES o Described medical, surgical and diagnostic services COMPONENTS OF LIS that are designed to communicate information about medical services and procedures among physicians THE LIS SOFTWARE USER INTERFACE DETERMINES and other health care professionals. HOW THE USER WILL INTERACT WITH THE SYSTEM. QUALITY CONTROL REQUEST ENTRY o LIS can analyze quality control specimens and o Requests for laboratory test to be performed can be prepare charts and reports entered by nursing units or remote primary care physicians office. QUALITY ASSURANCE o Can provide reports on turnaround time (usually an DATA ENTRY hour), documentation of critical result reporting, and o Electronic data interface (EDI) corrected reports o Manual data entry o Release patient results MANAGEMENT REPORTS o Point of care testing o Cost per billable test calculation o Test volume DATA STORAGE o Turnaround time o Redundant arrays of independent disk (RAID) o Employee hours o System backup o Workload data SYSTEM SECURITY ENCODING SYSTEMS o Ongoing process to ensure the security of patient data and user profiles to prevent unauthorized access. EJPM 3-Y1-6 5  LABORATORY MANAGEMENT o Systemized nomenclature of medicine or clinical o Before the LIS goes live, it is important to terms, Comprehensive data base standardized communicate to all members of the healthcare team terminology for healthcare. about the planning and timeline of the process. SELECTING A LIS COMPUTERIZED SYSTEMS 1. The process begins with a laboratory needs ADVANTAGES DISADVANTAGES assessment, where data are collected on the information needs of the laboratory. Error reduction Training Provision of options for data Time to adapt to a new 2. Needs are analyzed to determine feasibility of a searching system system and what is needed to get the job done. Access to patient information Cost 3. Laboratory managers and administrators form a committee and prepare a request for proposal (RFP). Generate reports Physical restrictions The RFP contains information about the laboratory Ability to track reports Need for backup system facility, lists specific requirements needed in an LIS, and poses questions about LISs. Ability to track and analyze trends 4. Vendors will respond to the RFP describing how their systems will meet the needs of the laboratory and the Improved capability for estimated cost of the systems. maintaining patient Confidentiality 5. The RFP responses will be reviewed by the Financial management committee. To prevent information overload and confusion, only a few of the vendors, those that Integration with sites outside submitted an RFP response that match the needs the laboratory assessment, should be selected to give demonstrations. Manufacturer provided training 6. Vendor demonstrations and visits to other laboratories using the systems help narrow the choices. Vendor demonstrations should be scheduled within a short time frame so that information is fresh in everyone's mind. 7. Selection is based on the system that can best meet the laboratory's needs at the lowest cost (i.e., the cost does not outweigh the benefit). INSTALLATION o Installation process is important and very time- consuming o Vendor representative will install the server, clients, network connections, and software. TESTING o A thorough test of individual components (unit test) and a test of the system (integration test) are performed. TRAINING LABORATORY PERSONNEL AND OTHER HEALTHCARE PROVIDERS ON THE LIS IS AN EXPENSIVE PROCESS. o It is important to discuss this with the vendor before accepting a proposal. Management needs to know how many people the vendor will train. It will become the responsibility of the laboratory personnel receiving training to train others. COMMUNICATION EJPM 3-Y1-6 6  LABORATORY MANAGEMENT OLFU - COLLEGE OF MEDICAL LABORATORY SCIENCE (2024 -2025) FIRST SEMESTER - PRELIMS ORGANIZING AND STAFFING TERMINOLOGIES o We have limitations ORGANIZING HAVE PURPOSEFUL ACTIVITY OR PRIMARY TASK o A management function that provides relationship o Defined duties that are necessary because of the between people and the activities that they will nature of the system's products or services. undertake as to fulfil their organizational objective. o We have to be organize to be back on track DEVELOP INTO HIERARCHY OF SYSTEM o The process whereby self-contained subsystems ORGANIZATION develop within a parent organization, such as o Entity that results from people joining together in laboratory within a hospital. pursuit of a common cause. o Medtech as a member of PAMET (an organization for ORGANIZATIONS OPERATE AS OPEN SYSTEMS MedTechs) o This allows interacting with the environment by receiving and delivering products and services. ORGANIZATIONAL SYSTEM o Defined as self-contained collection of interacting and SEEKS A STATE OF STABILITY AND EQUILIBRIUM interdependent components, working together toward o A state of stability within and between the system and a common purpose. its' environment. o Example: purpose of PAMET (charity works, o Walang kinakampihan seminars, etc.) SELF-REGULATING FUNCTIONS OF ORGANIZATIONAL SYSTEM o The feedback process by which the system monitors performance and provide information to its' members. INPUT MECHANISM o Process through which, needed resources are ORGANIZATIONAL FORCES INFLUENCING THE acquires and replaced. MANAGER’S JOB  People, Test request (requisition form), Specimen, Information supplies, and EXTERNAL ENVIRONMENT OF ORGANIZATION Financial resources. o This factor is outside the control of a manager, shaping the character and capabilities of institution. TRANSFORMATION o General economic condition, laws and regulations, o Internal process whereby resources received through National and local customs, transportation routes. the input channels are converted into the products and services produced by the organization. THE INTERNAL CULTURE OF THE ORGANIZATION  Test performance (skills ng medtech) o The manager exert influence on changing the  Personnel, organizational goals, objectives but should consider  Instrument (machines), and the background of the organization (history, lifestyle  Expertise (gaano na kagamay ng medtech and images) and people as well. ang kanyang ginagawa) ORGANIZATIONAL STRUCTURE OUTPUT MECHANISM o Process of delivering the goods and services o A process where a group is formed including the lines produced to the external environment. of communication channeling of authority, span of  Test result, Consultation, Salaries, control and making decision. Information, and Wastes. o Consider also the type of laboratory according to o The end product ownership (private or public) and according to level of o We are not allowed to explain the test results of the service (primary, secondary and tertiary). patients. Just politely decline if asked. TYPES OF ORGANIZATIONAL STRUCTURES CHARACTERISTICS OF ORGANIZATION FLAT HOLISTIC AND SYNERGISTIC WITH CLEARLY DEFINED o Decentralized structure BOUNDARIES o Span of control and authority is widened. o Each component acts on, and is acted upon, by other o There is participation in the lower level of members of the elements produce a holistic management. synergism that makes the system greater than its PYRAMID parts. o Clearly defined boundaries refer to landmarks or o Centralized structure labels of ownership. o The manager has full control of members 3 EJPM 3-Y1-6 1  LABORATORY MANAGEMENT BUREAUCRATIC / LINE / HIERARCHIAL o HIRING AND FIRING o Oldest and simplest form - Based on qualifications (hiring) and o Rule centered structure performance (firing). o Associated with chain of command o Downward communication SITUATIONAL MODELS o Specific jobs needs SHARED GOVERNANCE o Combination of flat and pyramidal type o ROUTINE STRATEGY - Repetitive tasks and need minimally trained CHARACTERISTICS OF ORGANIZATIONAL work force. STRUCTURE o ENGINEERING STRATEGY o Division of labor - Non-repetitive work performed by a o Chain of command professionally prepared staff. o Span of control o Level of management position o CRAFT STRATEGY o Organizational relationship - Applied to produce best, unique products  Formal - direct relationship, uninterrupted. whereby workers are extremely skilled.  Informal - dotted line, coordinated relationship. o DISCOVER STRATEGY - For work that requires investigation such as FORMS OF ORGANIZATION the structural development. FORMAL BUREAUCRACY (FORMAL GROUP) ORGANIZATIONAL CHART o Officially sanctioned lines of authority assigned by the owners of the organization. o The formal written presentation of the structural Plan of The Organization INFORMAL GROUPS o Alliances that form outside the boundaries of the PRINCIPLES OF ORGANIZATIONAL STRUCTURE formal bureaucracy from the interaction and AND AUTHORITY allegiance of people with common interests. DEPARTMENTALIZATION STRUCTURAL DESIGN OF AN ORGANIZATION o An organization is organized into departments based upon the respective functions each performs for the DESIGN ELEMENT AND FACTORS organization. TASK TO BE PERFORMED DECENTRALIZATION o Types of equipment, Level of automation, Nature of o Process by which the activities of an organization, product or service produced particularly those regarding planning and decision making, are distributed or delegated away from a PEOPLE INVOLVED central, authoritative location or group. o Number of people needed and availability to perform work UNITY OF COMMAND o Provides that an employee is responsible to only one WORKPLACE supervisor, who in turn is responsible to only one o Includes total space available amount of storage room supervisor, and so on up the organizational hierarchy. o May pinaka-boss DESIGN STRATEGIES AND MODELS SCALAR PRINCIPLE BUREAUCRATIC MODELS o There should be a clear definition of authority in the o All decisions to be checked by headquarters before organization and that this authority flows, one link at a action can taken time, through the chain of command. o MODERN JOB DESCRIPTION SPAN OF CONTROL (SPAN OF MANAGEMENT) - Each job has a formally established set of o Is the term used in business management, particularly official duties. human resource management. o The term refers to the number of subordinates or o HIERARCHY direct reports a supervisor is responsible for. - Based chain of command EXCEPTIONS PRINCIPLE o RULES AND REGULATION o Method or plan of supervision (as of a business) - Consistently applied. under which only significant deviations from normally - policies expected results or conditions are brought to the EJPM 3-Y1-6 2  LABORATORY MANAGEMENT attention of a supervisor for consideration and decision. o Eg. May nasira kang machine, there are decisions and considerations kung ano ang dapat gawin depending sa intensity o Decision making ang pinakamabigat, especially pag licensed ka na CONCEPTS OF AUTHORITY o The empowerment by formal job classification of an individual to make commitments and act on behalf of the organization. o To decide how resources, rewards and penalties are used. o To ensure that designated goals and responsibilities are achieved. POWER OF ACT o Authority and responsibility should go hand in hand o To ensure harmonious flow of organizational energy toward completion of its task and mission. o Checking the status of employees and organizations TYPES AND ROLES OF AUTHORITY LINE AUTHORITY o Authority taking the straight-line route (direct). STAFF AUTHORITY o Type of authority the personnel office exerts (indirect). FUNCTIONAL AUTHORITY o Exercise control within the boundaries of professional’s specialty. EJPM 3-Y1-6 3  LABORATORY MANAGEMENT OLFU - COLLEGE OF MEDICAL LABORATORY SCIENCE (2024 -2025) FIRST SEMESTER - PRELIMS MANAGEMENT OF CHANGE MANAGEMENT OF CHANGE o Adoption and use of new technologies o Development of new products/ technologies and the o There are generally four kinds of changes that all changing of existing one’s kinds of organizations might encounter, with the o Technological capabilities are a core competence. likelihood of overlap among the conceivable outcomes: ORGANIZATIONAL CAPABILITIES o Changing organizational design OPERATIONAL CHANGES  Culture and structure o Can influence the way dynamic business tasks are o Changing strategy led, including the computerization of a particular o Changes that permeate entire organization business segment. o Installing CCTVs CHANGE MANAGEMENT STRATEGIC CHANGES o Change is inevitable and pervasive. o Occur when the business direction, in relation to its o Evolving science vision, mission, and philosophy, is altered. For o Organizations are driven to change in-order to instance, changing the-business technique from respond to the many pressures they encounter from business growth to increasing market share in the their environment. overall industry is a case of strategic change. o These pressures usually include: o Changing of routines para mas mapabilis and maayos 1. Global competition ang service 2. Changes in customer demand 3. Technological advances CULTURAL CHANGES 4. New legislation o Changes influence the internal organizational culture, for example, the way the business is conducted, such o Eg. There’s Zagu, then nagkaroon ng Milktea shops. as actualizing a CQI (continuous quality improvement) Mas tumaas ang competition, in result, napag iwanan framework. ang Zagu. This happens because of an inevitable change. Other exmaples, Friendster to Facebook POLITICAL CHANGES o Through time you need to change, same application o Changes in human resources occur primarily due to sa laboratory. Search for trends, mag upgrade. political reasons of varying types, commonly, changes that happen on top patronage levels in the CHANGE MODELS government agencies. o New ways, new employees, and new methods. Mostly LEWIN’S FORCE FIELD THEORY OF CHANGE nangyayari pag under government or public (change of president, etc.) o Argues that two sets of opposing forces within an organization determine how change will take place. TARGETS OF CHANGE o Forces for change and forces making an organization are resistant to change HUMAN RESOURCES o When the forces for change and change resistance o Investment in training and development are equal, the organization is at INERTIA. o Socializing employees into the organizational culture (Dapat may belongingness)  PROCESS OF DETERMINING WHICH\ FORCES o Changing organization norms and values to motivate WILL DRIVE AND WHICH RESIST A PROPOSE a multicultural and diverse workforce CHANGE o Promotion and reward systems o Changing the composition of the top-management DRIVING FORCE team. o It is a thought of as problems or opportunities that provide motivation for change. FUNCTIONAL RESOURCES o Motivate employees o Transferring resources to the functions where the most value can be created in response to RESTRAINING FORCES/ BARRIERS environmental change o Lack of resources, resistance from middle managers, o An organization can improve the value, its functions or inadequate employee skills. create by changing its structure, culture and o Eg. You want to upgrade your machines, pero technology. walang kang pera. (Hindrance) TECHNOLOGICAL CAPABILITIES CHANGES o Efforts intended to give an organization the capacity to change itself in order to exploit market opportunities EJPM 3-Y1-6 1  LABORATORY MANAGEMENT KURT LEWIN’S THREE-STEP “UNFREEZE-CHANGE- REFREEZE” MODEL Downey (2008) describes common tools and techniques that a change management practitioner might use during a change o Proposed by the universally recognized founder of initiative, which include: social psychology in 1950. o Questioning skills to gather information about the ‘as o Still highly relevant today and often use as a basis for is’ and ‘to be’ status of the business process many change managements strategies o Process mapping for both ‘as is’ and ‘to be’ processes o Gap analysis o Business case development o Project management o Problem solving o Requirements elicitation techniques o Negotiation skills. PROSKI’S ADKAR® MODEL o Awareness of the business reasons for change o Desire to engage and participate in the change o Knowledge about how to change o Ability to implement change o Reinforcement to ensure the change sticks. KOTTER’S 8-STEP MODEL OF CHANGE o Developed by Harvard Business School’s John Kotter o Focuses on efficient and effective change management in a competitive world 1. Building a Strong collaborative theme and solid strategy 2. Creating effective communication channels 3. Supporting staff 4. Staff’s empowerment 5. Using paces (phases?) and steady approach 6. Securing the change in organization’s culture 8 STEP MODEL 1. Increase Urgency 2. Build Guiding Team 3. Develop the Vision 4. Communicate for Buy-In 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. Make Change Stick CHANGE MANAGEMENT o Series of tools, techniques and process that aims at a successful effecting change. o These tools can be implemented in a variety of context, but often they support the application of other initiatives such as: 1. Six Sigma 2. Customer Relationship Management 3. Total Quality Management - Enterprise application such as SAP EJPM 3-Y1-6 2  OUR LADY OF FATIMA UNIVERSITY LGMT311 COLLEGE OF MEDICAL LABORATORY SCIENCE (2024 -2025) FIRST SEMESTER - PRELIMS INTRODUCTION TO LABORATORY MANAGEMENT OVERVIEW OF LABORATORY MANAGEMENT o Complete blood count, differential count, platelet count.  Management is the process of reaching organizational goals by working with and through people and other BLOOD TRANSFUSION SERVICE organization resources which attains organization goals o Prepares and performs cross-matching for the in an effective and efficient manner. compatibility of patient’s blood to donor’s blood which includes whole blood, packed red blood cells, platelet LABORATORY PERSONNEL concentrates and plasma transfusions. o Cross matching, blood matching, antibody screening. GENERALIST o Preparation of blood. o Trained in multiple areas of the laboratory with staffing flexibility and wide area of knowledge. BLOOD BANK PRODUCTION o RMT that is flexible. o Prepares different blood components, derivatives and o Pwede kahit saan other blood products for transfusion. o In charge of the supply of various blood products. LABORATORY SUPERVISOR o Individual responsible for staffing and scheduling the HISTOPATHOLOGY AND CYTOLOGY laboratory o Surgical specimens are examined for pathologic o Chief Medical Technologist diagnosis and interpretation. o Also nag iinterview o Cytology sections requires smears of body fluids to o More on paper works gather evidence for certain medical conditions. SPECIALIST or SECTION HEAD IMMUNOLOGY AND SEROLOGY o Person trained and experienced in one specific o Patient’s sample are analyzed to identify any present laboratory discipline antibody or antigen that causes any medical condition o Expertise that may be considered as infectious. o HIV, Hepatitis, Measles Tests. MEDICAL TECHNOLOGIST o Person with expertise in testing methods and has the ability to analyze and solve problems o A bachelor degree holder in medical technology program, some requires certification of practice MEDICAL TECHNICIAN o Knowledge may be lacking to review or troubleshoot test results o He / She undergo training in phlebotomy o Phlebotomist o Di pa pasado sa board exams o Pwedeng nag undergo training as a phlebotomy LABORATORY SECTIONS CLINICAL CHEMISTRY NOTE: o Patient’s specimen is tested for various chemical - Medical Director – Pathologist / Doctor components (glucose, cholesterol, triglycerides, - Laboratory Director / Administrator Clinical hormones and enzymes). Pathology – Chief Medtech CLINICAL MICROSCOPY *SECOND PPT* o Performs routine and special test on patient’s urine and fecal samples and other body fluids. INTRODUCTION TO MANAGEMENT AND ORGANIZATIONAL SYSTEM o Examined and performed through microscopic analysis. MANAGEMENT o Urinalysis, Fecalysis, Fecal occult blood, pregnancy o Is the attainment of organizational goals in an test. effective and efficient manner through planning, organizing, leading, and controlling organizational HEMATOLOGY resources. o Performs routine and special tests on the component o Management is very important for us to be organized. of whole blood and to other body fluids. EJPM 3-Y1-6 1  LABORATORY MANAGEMENT  SIX (6) RESPONSIBILITIES IN MANAGING EMPLOYEES: o Organized o Command o Control o Coordinate o Plan o Forecast 1. PLANNING BUREAUCRATIC MANAGEMENT o Identify goals for future organizational performance Max Weber (1864-1920) o Deciding on the task and use of resources to o More sociological approach when creating attain them Bureaucratic Management. o Managerial planning defines where the o Idea that revolve around importance of structuring organization wants to be in the future and business in a hierarchal manner with clear rules and how to get them. roles. o Basis: 2. ORGANIZING  Clear division of labor o Involves assigning tasks, grouping into  Separation of owner’s personal and departments, delegating authorities, organizational assets responsible for sections, allocating resources  Hierarchal chain of command across the organization.  Accurate record keeping  Hiring and promotion based on qualifications 3. LEADING and performance not personal relationships o When we manage lab, we also lead.  Consistent regulations o Use of influence to motivate employees to achieve organizational goals. SCIENTIFIC MANAGEMENT o Creating a shared culture and values, communicating goals to our employees Frederick Taylor (1856-1915) throughout the organization, infuse desires to o He promotes standardization, specialization and perform at a high level. assignment based on ability, extensive training and supervision only through those practices can a 4. CONTROLLING business achieve efficiency and productivity. o Monitoring the employee’s activities. o Attempts to find optimal way to complete given task at o Determining whether the organization is on the expense of the employee’s humanity. target, making corrections as necessary. THEORIES X AND Y ESSENTIAL MANAGEMENT THEORIES Douglas McGregor (1906-1964) SYSTEM THEORY THEORY X o Posits employees are pathetic or dislike their work. Ludwig von Bertalanffy (1901-1972) o Managers who adhere to theory X are often o Encourage to realize that business is a system and it authoritarian and micromanage everything because is governed by same laws and behaviors that affect they don’t trust employees. every other biological organizations o Entropy – tendency for a system to rundown and THEORY Y die, thing to be avoided. o Posits the employees are self motivated, responsible o Synergy – Working together, the parts can produce and want to take ownership of their work. something greater than those the same parts can o Managers who adhere theory Y include their produce on their own. employees in decision making process and o Subsystem – Whole is built on subsystems and yet encourage creativity at all levels. is built with more subsystems. o May kusa and desire ang employees PRINCIPLES OF ADMINISTRATIVE MANAGEMENT NOTE: - Small businesses tends to operate on Theory Y. Miner and engineer Henri Fayol (1841-1925) - Big businesses on Theory X. o Top down approach o Put himself in manager’s shoes and imagine HUMAN RELATIONS THEORY situations they might encounter with dealing with their team. Elton Mayo (1880-1949) o He concluded that his managers are indeed o Employees are more motivated by social factors managers in general. (personal attention or being part of a group) than EJPM 3-Y1-6 2  LABORATORY MANAGEMENT environmental factor such as money and working o Providing a product or service that customers value. conditions. o To achieve high performance, attainment of organizational goals by using resources by efficient CLASSICAL MANAGEMENT and effective manner. o Predicated on the idea that employees MANAGEMENT SKILLS only have physical needs. o Employees can satisfy physical needs with money.  CONCEPTUAL SKILLS o Focus on economics and organizing the workers. o Cognitive ability to see the organization as a whole system and the relationship among its parts  7 principles: o Involves manager’s thinking, information processing o Profit maximization and planning abilities. o Labor specialization o Involves knowing where one’s department fits into o Centralized leadership the total organization and how the organization fits o Streamlined operation into the industry, community, broader business and o Emphasis on productivity social environment. o Single person or select few decisions making o Priority to the bottom line  HUMAN SKILLS o Manager’s ability to work with and through the other CONTINGENCY MANAGEMENT people. o To work effectively as a group member. Fred Fiedler (1950& 1960) o Demonstrated in a way that a manager relates to o Based on idea that effective leadership is directly other people. related to the traits of leader that is displayed in any o Ability to motivate, facilitate, coordinate, lead given situation. communicate and resolve conflicts. o Suggests there is no one management approach that o Allows subordinates to express themselves without suits every situation and every organization. fear of ridicule. o Encourages participation and shows appreciations  3 General Variables to Determine Business for employee’s efforts. Management and Structures o Size of organization  TECHNICAL SKILLS o Technology employed o Understanding of and proficiency in the o Leadership at all levels of the business performance of a specific task. o Mastery of methods, techniques, equipment MODERN MANAGEMENT involved in specific functions such as engineering, manufacturing and finance. o Embraces idea that people are complex - (mahirap o Specialized knowledge, Analytical ability, intindihan / komplikado) competent use of tools and techniques to solve in o Needs vary over time and they possess range of that specific discipline. talents and skills. o Business can develop through on the job training and TYPES OF MANAGEMENT programs. TOP MANAGERS QUANTITATIVE MANAGEMENT o Top of the hierarchy, responsible for the entire organization. o Response of managerial efficiency together experts o Set organizational goals, defining on strategies on from scientific disciplines to address staffing (materials, achieving them. logistics, systems issues). o Monitoring and interpreting external environment and making decisions that affect entire organization ORGANIZATIONS AS LEARNING SYSTEM o Responsible for communicating shared vision for the organization. o System built on a succession of subsystems o Shaping corporate culture, nurturing entrepreneurial o In order for the business to run smoothly and efficiently spirit that can help the company innovative and keep within itself but also with others subsystems around it. phase with rapid change. o Managers are responsible for coordinating the cooperation necessary to ensure the larger organism to MIDDLE MANAGERS continue to function successfully. o Responsible for businesses units anD major departments. LABORATORY MANAGER o Implement overall strategies and policies that are defined by top managers. MANAGER’S ROLE AND ATTRIBUTES o Concerned with near future rather than long range planning. o Coordinate resources in an effective and efficient o manner to accomplish the organization’s goals. EJPM 3-Y1-6 3  LABORATORY MANAGEMENT PROJECT MANAGERS REVIEW ORGANIZATION OBJECTIVES o People or managers responsible for temporary work o Organization will set or revise its objectives for the project. next period. o Involves participation of people from various functions o Most uses 3-month planning period to succeed and and levels of organization perhaps outside of the improve. company. SET EMPLOYEE OBJECTIVES FIRST LINE MANAGERS o Each subdivision set its objectives. o Directly responsible for production of goods and services. MONITOR o Groups and non-management employees o Gives employee and manager to rectify situation o Primary concern: application of rules and procedures should progress start to go off-track. to achieve efficient production and provide technical assistance and motivates subordinates. EVALUATE o Straightforward to check if employees achieved their FUNCTIONAL MANAGERS goals. o Responsible for the departments that perform single functional task. REWARD o Have employees with similar trainings and skills o Employees need to get rewarded to each achievement at the end of period, bonuses.  LINE MANAGERS o Responsible for manufacturing and ADVANTAGES marketing department that make or sell product or service. o Continually driving the organization to move toward strategic goals.  STAFF MANAGERS o Everyone within organization knows what to achieve o In charge of department such as finance and during that period. human resources that supports line o Helps employees understand to contribute to managers. organizational targets. o Employees who understand and what they do can be GENERAL MANAGERS more motivated and models secures commitment of o Responsible for several department that will perform employees to attaining organizational goals as each different functions. employee understand how to they uniquely contribute o Responsible for self-contained division and for all to the organization. functional departments. o Employees feel crucial to proceedings leading and increase loyalty. MANAGEMENT BY OBJECTIVES (MBO Program) o Employees tend to have more commitment goals, that they themselves help set. o Is a management tool whereby managers and employees work together to set and track objectives DISADVANTAGES for a specific time period. o Developing targets can be time consuming leaving o Objectives and plans will cascade down organization both manager and employees to carry out their duties until every individual has specific objective for the o If not implemented with care, it can lead to poor period or time period. teamwork within employees. o Employees only concern with targets not with good IMPLEMENTATION MBO PROGRAM teamwork. o Establish long-range company goals in such areas as o It can result unnecessary office politics as employees sales, competitive positioning, human resource fight to outshine others. development. o Under emphasizes contexts. o Use these long-range plans to determine company- wide goals for the current year. o It requires each employee to produce five to ten specific, measurable goals. Each goal should be supported with means of measurement and series of steps toward completion. o Provide for a regular review of employee progress toward meeting goals. EJPM 3-Y1-6 4