TRINITY UNIVERSITY OF ASIA

COLLEGE OF MEDICAL TECHNOLOGY

STUDENT STUDY GUIDE IN LEARNING CLINICAL
LABORATORY MANAGEMENTAND SUPERVISION
(VIS-À-VIS SYLLABUS)

I. INTRODUCTION TO CONCEPTS OF MANAGEMENT

Definition:

Management:
mission
authority
resources
Responsibility
Accountability

Functions (or Process) of Management

Planning:
Organizing
Directing
Controlling

Major Theories in Management

Scientific management
Bureaucracy management
Behavioral science
Systems analysis
Scientific Management
cause and effect analysis,
Henri Fayol
Frederick Taylor
Frank Gilbreth
coordination
Bureaucracy: The Study of Organizational Structure
Organizational Behavior Management
System Analysis Management
The Manager
Roles of a Manager
1. The manager as a person: Talent and Knowledge
2. The manager as a servant
3. The Manager as a Representative
Skills of a Manager:
Organizational Skills-
People Skills-
Financial Management Skills-
Technical Skills
II. MANAGEMENT PLANNING

Background:

Henri Fayol-
Peter Drucker
planning, organizing, directing and controlling.

Planning: The thought and analysis process that result in a formal strategy for realizing
the goals of the organization.

“Before you can begin a journey, you must know where you are going”
The manager must plan to succeed or plan on failing”
Identifying Goals

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Evaluating the Current Situation
Establishing a Time Frame

Setting Objectives

Forecasting Resource Needs

Implementing the Plan

tools of persuasion
tools of control
Tools of persuasion
tools of control
Creating a Feedback Mechanism

ORGANIZING:
DIRECTING:

CONTROLLING:

MANAGEMENT BY OBJECTIVES
Setting Objectives
Implementing an MBO Program
III. ORGANIZING AND SATFFING LABORATORY
 Overview of Organizational System
External Environment
FIGURE 2-1The laboratory as a system.
TRANSFORMATIONS
INPUT
Characteristics of organizational systems
Test Performance OUTPUT
People holisticsynergisticboundaries
---Personnel Test Result
Test Requestprimary task. ---Instruments Consultation
Specimens a hierarchy of systems ---Expertise Salaries
Informationequilibrium Information
Supplies self-regulation. Wastes
Financial
Concepts
Resources
Structure and Functions

Organizational Chart
organizational chart

Chief Technologists/laboratory Manager

Asst. Manager Asst. Manager

Section Section Section Section

Supervisor Supervisor Supervisor Supervisor

Senior Senior Senior Senior

Techs Techs Techs Techs

Staff Staff Staff Staff Staff Staff Staff Staff

FIGURE 2-2Laboratory organizational chart (tall-structure design)

Chief Technologists/laboratory Manager

 Section Section Section Section
Supervisor Supervisor Supervisor Supervisor

Staff Staff Staff Staff

Staff Staff Staff Staff

FIGURE 2-3. Laboratory Organizational chart (flat-structure design)

Laboratory organizational chart (team-structure design)
Manager
Concepts and Authority
authority
Types
Line Authority
Laboratory
Staff authority Quality Information
Delegation Management System
Principles of Organizational Structure and authority
Departmentalization
Departmentalization Safety
specialization The Wealth of Nations Management
Hematology
Decentralization
Unity of command
unity of direction
Scalar Principle
scalar principle
Span of Control
Chemistry
Span of control Microbiology
Exception Principle
exception principle
Staffing and Scheduling
Job Design
Jobs Clerical
 Organizational
Support factors: Histology
 People issues:
 Legal and union requirements:
job design
Job Specification
job Specifications Phlebotomy Blood
Bank
Job Description
job description
Scheduling
Directing and Supervising the Laboratory
Overview of Directing Process
Major Leadership System
Principles of Leadership
reason
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Leadership
Personal Traits of Leaders
Leadership Behaviors
behavior
Managerial Grid
Managerial Grid
Pygmalion Effect
Situational Leadership Model
contingency theory, continuum of leadership, and normative theory.
Contingency Model
contingency theory of leadership
relationship-oriented or task-oriented
Favorableness
Leader member relations:
Task structure:
Position Power:
Continuum of Leadership
continuum of leadership
lasses faire
Normative Theory
Vroom-Yetton decision model
Controlling

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Overview of Controlling Process
Types of Control
Steps in Controlling
Determination of Standards
5. Measurement of Performance

Information Management
Communication Process
1.1 Types
Sender
Message
Mode of Transmission
Receiver,
Decoding
Barriers to Communication
Structural Barriers
spatial constraints.
Problem of Semantics
contentdenotationcontextconnotationSemantics
how
Technical Problems
People Barriers
Outcome Problems
Ways to improve Communication Process
good listener.
empathy