LMGT 211: Laboratory Management Information Management (Communication) PDF

LMGT 211: LABORATORY MANAGEMENT INFORMATION MANAGEMENT (COMMUNICATION) OUR LADY OF FATIMA UNIVERSITY COLLEGE OF MEDICAL LABORATORY SCIENCE SESSION OBJECTIVES šThe students will be able to define communication, know the different phases of communication, descr...

LMGT 211: LABORATORY MANAGEMENT INFORMATION MANAGEMENT (COMMUNICATION) OUR LADY OF FATIMA UNIVERSITY COLLEGE OF MEDICAL LABORATORY SCIENCE SESSION OBJECTIVES šThe students will be able to define communication, know the different phases of communication, describe the channels of receiving and transmitting messages, identify the barriers to effective communication, recognize the features of a good decision and explain the steps in making a sound decision. COMMUNICATION šCommunication requires both the delivery of a message to another person and the assurance that the message was correctly received and understood. ELEMENTS OF EFFECTIVE COMMUNICATION š SENDER š MESSAGE š MODE OF TRANSMISSION š RECEIVER š DECODING š FEEDBACK AND CLARIFICATION OF MESSAGE SOURCES OF COMMUNICATION 1. The formal communications network of the organization, which exchanges information through work orders, memos, meetings, policy manual, job description, performance reviews, newsletters and the normal interactions of the members in pursuit of their duties 2. Informal sources, including news media, professional colleagues, salesperson and even gossip grapevine. COMMUNICATION DIRECTIONS 1. Vertical communication take the form of memos and other directives that come down through the bureaucratic hierarchy and the responses and the other information that make their way back up through the same network. 2. Horizontal communication occurs in the course of normal exchange of services, information and work orders, when managers and staff talk to each other as peers. METHODS OF COMMUNICATIONS 1. Dynamic communication, whereby both parties can simultaneously exchange ideas and information and receive spontaneous feedback. 2. Canned or packaged messages, which are delivered in formats that do not allow the recipient and the sender to respond instantaneously to each other. COMMUNICATION FORMATS šWritten messages. It includes computer data and recorded visual presentations. Writing has the advantage of being easy to document because it allows the reader to study the message without worrying about whether they have mistranscribed some points when taking notes. šVerbal messages. It enables the manager to be seen or heard as a person and overcome some of the formality that often accompanies a written notice.  COMMUNICATION FORMATS 3. Nonverbal messages. It refers to the signals transmitted by the demeanor or behavior of the sender. It can be in the form of: š Tone of voice. It is an important amplifier of the signal. š Body and facial expression such as frowns, slouched body, crossed arms or an inattentive or faraway look may be interpreted by the receiver as signs that the sender is in a hurry or has more pressing things to think about. š Personal distance and movement. It should be positive and non-aggressive. š Physical environment including choice of furniture and the layout of an office and convey power issues. Even factors such as room temperature and lighting may demonstrate the sender’s concern for the receiver’s comfort and importance. BARRIERS TO EFFECTIVE COMMUNICATION š Structural barriers: People may be isolated from the communication channels by both distance and job position. š Problem of semantics: Attention must be given to both the content (denotation) and context (connotation) during the formulation of messages. š Technical problems. It can occur during the transmission and reception of a message. They may include defects in the equipment, in the environment or the medium. š People barrier: Barrier can exist because of individual differences in background and perception IMPROVING THE COMMUNICATION PROCESS š BE A GOOD LISTENER š HAVE EMPATHY FOR OTHERS DECISION šA conscious choice made after evaluating the available alternatives for the purpose of achieving a specific result. STEPS IN DECISION MAKING AND PROBLEM SOLVING Step 1. Recognition: Recognize or to become aware that something is wrong and need the manager’s attention. Step 2. Investigation: Analyze the cause and extent of the problem. Step 3. Definition: Define the nature and boundaries of the problem.  STEPS IN DECISION MAKING AND PROBLEM SOLVING Step 4. Identification of alternatives: Solicitation of advice from other members of the staff as an alternative. The manager must be aware that there are many possible alternative solutions. Step 5 and 6. Evaluation and selection of solution: Evaluate each option within the context of the management plan and objectives for the laboratory then select the best alternative. Step 7 and 8. Implementation and follow-up: Implement the selected solution then follow up on the succe.ss and progress of the decision FEATURES OF A WELL-MADE DECISIONS: 1. It should be based on a complete investigation of the root causes and potential problems as well as obvious symptoms. 2. It should identify and evaluate alternative solutions. 3. It should involve the selection of the best solution by in depth analysis of the available information. 4. It should encompass an effective strategy for implementing the solution. ROLE OF HUMAN BEHAVIOR IN THE COMMUNICATION PROCESS šThe human element can quickly cloud the decision making process. š Emotions, prejudice, peer pressure and personal interest can exert tremendous influence on the choices made. DECISION MAKING TECHNIQUES šQualitative tools involve personal judgment, solicitation of advice and systematic option reviews. šQuantitative tools include both quality control measures and financial data. One branch of management science that specializes in providing quantitative tools for decision making is called operations research (OR).  MAIN AREAS OF OPERATIONS RESEARCH š Probability analysis, which measures risk by assigning a value, expressed as a percentage, to the likelihood of a specific event occurring. š Queuing theory, which provides recommendations for the number of staff needed to handle an unpredictable workload. š Linear programming, a tool for allocating limited resources among competing needs. š Simulation, which designs models or imitate real conditions so the different intervention scenarios can be compared. REFERENCES šMedical Laboratory Management and Supervision by Lionel Varnadoe šClinical Diagnosis and Management by Laboratory Methodsby John Bernard N. Henry