Laboratory Management Theories PDF

LABORATORY MANAGEMENT JOEL P. SOMBITO, RMT, RRT, MPH Faculty JADE S. SUNICO, RMT, MSMT Dean/Academic Manager COURSE DESCRIPTION This course deals with the study of basic concepts of management as applied in administrative aspects of l...

LABORATORY MANAGEMENT JOEL P. SOMBITO, RMT, RRT, MPH Faculty JADE S. SUNICO, RMT, MSMT Dean/Academic Manager COURSE DESCRIPTION This course deals with the study of basic concepts of management as applied in administrative aspects of laboratory operations. Specifically, it deals with planning, organizing, leading/directing, controlling/evaluating the human, physical and financial resources of the clinical laboratory. Emphasis is also given on quality systems and safety. COURSE CONTENT PRELIM TOPICS I. Introduction to Management Concepts Theories II. Management Planning Objectives and Functions Concepts (Tactical and Strategic) III. Organizing and Staffing in the Laboratory Organizational System Overview Organizational Structure Staffing and Scheduling COURSE CONTENT MIDTERM TOPICS IV. Directing and Supervising the Laboratory Overview Principles of Leadership Leadership Behavior and Personalities V. Information Management The Communication Process Laboratory Information System Laboratory Procedure Manual COURSE CONTENT ENDTERM TOPICS VI. Personnel Management Human Resource Management Overview Personnel Motivation Theories Personnel Selection Process VII. Laboratory Operations Management Product research and Specifications Purchasing Requests and Orders Lab Inventory and Replenishment Financial Management Forecast and Projection of Supplies Marketing MANAGEMENT THEORIES MANAGEMENT DEFINED MANAGEMENT come from the old French term “me’nagement” which means “the directing” and Latin word “manu gere” which means “to lead by the hand.” Both word origins imply that management is the process of leading and directing all part of an organization. MANAGEMENT DEFINED It is also the act and manner of practice of managing, handling, supervision or control. In business, it involves the practice of achieving organizational goals in an effective and efficient manner by working with and through people. AN INTEGRATIVE FRAMEWORK IN MANAGEMENT THE EVOLUTION OF MANAGEMENT THEORY MANAGEMENT THEORIES 1. Classical Theory - emphasizes employees' physical needs over job satisfaction or social needs. 2. Behavioral Science Theory - often referred to as Neo-Classical Management Theory, focuses upon individual behavior, motivations, and social interactions. 3. Management Science Theory - one of the theories of management that attributes management effectiveness to the application of scientific methods MANAGEMENT THEORIES 4. Operations Management Theory - refers to the strategies used in structuring and administering business practices to create the highest level of efficiency in an organization. 5. Systems Perspective Theory – focuses on the interactions and on the relationships between parts in order to understand an entity's organization, functioning and outcomes. 6. Contingency Theory - a theory designed as a provision for an unforeseen event or circumstance  CLASSICAL MANAGEMENT THEORY THE CLASSICAL THEORY The traditional theory which constitutes the discipline and process of management in an organization. It includes: 1. The Scientific Management Theory 2. Administrative Management Theory THE CLASSICAL THEORY The Scientific Management Theory Developed to increase productivity through labor efficiency in the early 20th century. Contributors: Frederick Taylor Frank and Lilian Gilbreth Henry Gantt Frederick Taylor The Father of Scientific Management” Observed that work efficiency was low due to lack of order and system. Emphasized the best method of doing work to increase productivity. Principles: (1) science, not rule-of-thumb, (2) harmony, not discord, (3) cooperation, not individualism, (4) the development of each man to his greatest efficiency and prosperity. Frank and Lilian Gilbreth A team of husband and wife. Frank a construction contractor and Lilian a psychologist who too followed Taylor’s footsteps. Used Motion Pictures to study hand and body motion by the use of micro chronometer that recorded the time to determine the time spent on motion in doing task. Limitations however, viewed workers as interdimensional beings interested in more money and motivated them such that men were considered machine. Henry Gantt Devised a bonus pay plan Developed the Gantt Chart as scheduling device for planning and controlling work. Emphasized on the recognition of human factor and service rather than profits. Administrative Management Theory The universalist or functional approach. Focuses on management total organizations effectively; especially larger organizations. Assumes that management process remains the same across all organizations. Henry Fayol Max Weber Henry Fayol worked for 30 years as French mining engineer Father of Management Process School argued that specialization increases efficiency management is universal Formulated the Administrative Management Theory 5 Key Elements of Management 14 General Principles of Management  Henry Fayol Conceptualizes management functions and principles for the successful management of all types of organizations. Five Key Elements of Management: Planning Organizing Command/Delegation Coordination Monitoring Fayol’s 5 Key Elements of Management Planning Monitoring Organizing Coordination Command Fayol’s 5 Key Elements of Management 1. Planning: Managers should draft strategies and objectives to determine the stages of the plan and the technology necessary to implement it. 2. Organizing: Managers must organize and provide the resources necessary to execute said plan, including raw materials, tools, capital, and human resources. Fayol’s 5 Key Elements of Management 3. Command (delegation): Managers must utilize authority and a thorough understanding of long-term goals to delegate tasks and make decisions for the betterment of the organization. 4. Coordination: High-level managers must work to integrate all activities to facilitate organizational success. Communication is key to success in this component. 5. Monitoring: Managers must compare the activities of the personnel to the plan of action; this is the evaluation component of management. Fayol’s Admin Management Theory Technical Commercial 1. Technical – activities concerned with production. 2. Commercial – activities concerned with purchasing, selling and exchange functions. 3. Financial – activities concerned with obtaining capital and optimum utilization of resources. Financial Security 4. Security – activities concerned with protection of persons and property. 5. Accounting – activities concerned with financial transactions and recordings. Accounting Managerial 6. Managerial – activities of management like POSDCON Fayol’s 14 Management Principles Fayol’s 14 Management Principles The separation of work process into a number of tasks (specialization) Authority comes with responsibility The obligation of obedience Receiving orders from one superior Aligned with mission, vision and goals The interest of one should not supersede the interest of the majority The fair compensation for services rendered Fayol’s 14 Management Principles The proportion/ concentration of authority(opposite of decentralization) The line of authority from superiors to the lowest ranks A place for everyone and everyone in his place The fairness and justice to individual performance The time required for an employee to get used to new work The ability to be resourceful and work without always being told what to do Team spirit; union in strength (opposite of divide and rule) Max Weber Developed a theory of authority structure, the ideal model for management. The Bureaucracy approach - It is efficient and effective way of: Division of labor Hierarchy of authority Framework of rules and regulations and Impersonality Max Weber Bureaucracy Theory Max Weber’s Theory  BEHAVIORAL MANAGEMENT THEORY BEHAVIORAL MANAGEMENT Emphasizes individual attitudes and behaviors, and group processes, and recognized the importance of behavioral processes in the workplace. Contributors: George Elton Mayo– Hawthorne Studies Mary Parker Follett – Conflict Management in the workplace Abraham Maslow – Need Hierarchy Theory Douglas McGregor – Theory X and Theory Y Hawthorne Studies Workers improve or modify an aspect of their behavior being experimentally measured simply in response to the fact that they know they are being studied, not in response to any particular experimental manipulation. The manager’s behavior or leadership approach can affect worker’s level of performance. George Elton Mayo Conflict Management The Mary Parker Follet Theory of Management is marked by such principles as the following: 1. Conflict resolution through integration (e.g. identifying and meeting each party’s underlying and often compatible need, as opposed to attempting to meet the frequently- incompatible expressed desire of each) often results in win-win solution. 2. In Mary Parker Follet leadership theory, the genuine power is not “coercive” but “coactive” (power with). 3. True leaders, according to Follet’s theory “create group power, rather than expressing personal power. Need Hierarch Theory A theory that employees are motivated by a hierarchy of needs that they seek to satisfy. Unlimited Needs (when one need is fulfilled, another arises) Unfulfilled Needs (creates anxiety which leads to motivation) Theory X and Theory Y Douglas McGregor Theory X and Theory Y Take an opposite views of people's commitment to work in organizations. Douglas McGregor Theory X Managers Theory Y Managers People do not like work and try to avoid it. People like work; it is a natural part of People prefer to be directed, to avoid their lives. responsibility, and want security; they People are internally motivated to reach have little ambition objectives which they are committed. People do not like work, so managers People are committed to goals to the have to control, direct, coerce, and degree that they receive rewards when threaten employees to get them to work they reach objectives. toward organizational goals. People can innovate in solving problems Thank you