Laboratory Management

MIDTERM – ASYNCH ACTIVITY NO. 1

KRISTINE JOY RESUENTO

UNIVERSITY OF PERPETUAL HELP SYSTEM DALTA

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TABLE OF CONTENTS
I. Behavioral Patterns in followed by leaders and Managers 2-4
II. Role of an Organization in Community Health 5
III. Rules in maintaining laboratory safety 6-7
IV. Biorisk & Biosafety 8
V. References 9
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A leader is someone who leads an organization or group and guides every member to achieve the
organization’s goal. Leaders’ behavior contributes a big impact in the success of the organization as
it affects its members. There are two different opinions on the nature of leadership skills possessed
by a person. The first nature, as stated by Grint (2000) and Nietzsche (1969), leaders are born and
its leadership skills and qualities embodied subconscious. The second nature is that a person has
to work hard to achieve and be qualified to be a leader (Mostovicz, Kakabadse, & Kakabadse,
2009).
LEADERS’ BEHAVIORAL PATTERNS
Choong Ee Vonne & Dr. Rashad Yazdanifard (2014)

• First Impressions on Employees

Leaders, most of the time, form their impressions towards their members.
According to According to Manzoni and Barsoux (2002), a manager basically
separates employees into two groups: the in-group, which are the strong performers
and the out-group, which are perceived to be weaker performers (Topper, 2007).
With this labelling, the leaders unconsciously treat each group differently which
also causes the members to act differently and affect the organizations’ progress.
In order to resolve this problem, leaders would need to ask his/her self “Have I
mentally labeled a staff as a weak performer?” and “How am I liable to this
situation?” (Topper, 2007). Stated by Manzoni and Barsoux (2002) again, there are
five concrete steps that can solve problems; 1) agreeing on the symptoms, 2)
diagnosing the causes, 3) finding the cure, 4) preventing relapse, and 5) monitoring
the effectiveness of the treatment.
• Sustainable Leadership
According to Avery & Bergsteiner (2011), the BMW company (carmaker) has
indentified two distinction models which is the sustainable “honeybee” leadership
approaches and non-sustainable “locust” management. Where sustainable
“honeybee” leadership approaches is encourages leaders to build communities,
enhance collaboration among stockholders and promotes longterm value. While
non-sustainable “locust” management is leadership condones activities that achieve
short-term returns for investors and bonuses for executives. Leaders who emphasis
on employee’s continuous learning will receive better performance from them.
• Emotional Intelligence
Stated by Rahim, et al. (2002), most employees are probably to respect and
emotionally identify a leader who has empathy and is considerate in helping
subordinates to be effective in handling conflicts and enhance job performance.
Emotional Intelligence should be practiced by leaders. They are self-awareness, self-
regulation, motivation, empathy and social skills (Polychroniou, 2009).
• Bottom-Up Approach
Bottom-up approach involves proactive team input in the executing process. This
approach allows employees to be part of a management process. Leaders together
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with their members discuss the project which allows the employees to state their
opinions freely. Decision will be made with them. With the chances available,
employee’s performance will be better by gaining more experience. (Jagoda,
Lonseth, & Lonseth, 2013).
• Being Led than to be Managed
Employees mostly preferred to be led than to be managed. Led means leaders lead
and guides its member in doing something. Leaders work together with his/her
members which allows the employees opinions to be heard. Being managed means
leaders ought to order their members and the things that they want should be only
followed. There is less flexibility in being managed. A leader who behaves like a
leader than a ‘manager’ will work closer with employees to understand their
personalities better. This will also make the employees show a better performance.
• Ethical Leader
According to Brown et al. (2005) who emphasis on social learning, “Ethical
leadership is the demonstration of normatively appropriate conduct through
personal actions and interpersonal relationships, and the promotion of such
conduct to followers through two-way communication, reinforcement, and
decision-making”. Being an ethical leader is important because employees can
imitate what their leaders’ behavior is. Employees apply this by watching cues of
how their managers behave, consciously and unconsciously on the behaviors that
are important and what types of behaviors are acceptable in the workplace (Mari
Huhtala, 2013). Ethical leadership can measure an employee’s trust and satisfaction
with the leader, increases employee commitment and enhance their willingness to
report any dissatisfaction or problems to the management.
• Transformational Leadership
Transformational leadership has a key role in leadership engagement. There are
distinctive attentions paid to employee’s attachment to the company and their
relationship with leaders (Tebeian, 2012). There are four components of
transformational leadership: idealized influence, inspirational motivation,
intellectual stimulation, and being individualized considerations (Xu & Thomas,
2011). The transformational leadership cause the leader to have a relationship with
the member which will make them open to each other. This is a big help for an
organization because it will result to a good and better performance.
• Innovative Behavior
According to Axtell et al. (2000), the process of innovation starts with two main
phases which is the initiation and implementation. The two phases are divided by
the emergence of an idea of innovation. According to King and Anderson (2002),
the first stage ends with an idea production and followed by the second stage where
it ends as soon as the idea is implemented.
Creativity is the involvement of more than just idea generation that is a
combination of generation, promotion and application of new ideas (Yidong &
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Xinxin, 2013). Creativity of both leaders and employee has a close influence to the
innovative behavior. Leaders can enhance creativity of employees by intellectual
stimulation, stimulating knowledge diffusion, providing vision and giving support
(Jeroen P.J. de Jong, 2007).
• Thinking According to Mission
Leaders would need to keep in their minds to the company’s or organization’s goal
and mission. According to Drucker (1999), “the foundation of effective leadership
is thinking through the organization's mission, defining it and establishing it,
clearly and visibly.” Leaders have to motivate employees by ensuring that they can
relate to the corporate visions and also making sure they are part of the
developmental processes by involving them (Singh, 2008).
• Motivating Employee
According to Georgopolos et al. (1957), employee productivity is assumed to be the
result of employee motivation. Leaders’ motivation and positive encouragement
cause the employees to be more motivated as they leader believes and supports
them. Leaders have to be knowledgeable on variety of motivational policies and
match them according to different employees as not all the same motivation policy
works for everyone. Leaders are to choose the right assumption for each employee,
identify their interests and provide chances for employees to perform on projects
they find rewarding (Abd-El-Salam, Shawky, ElNahas, & Nawar, 2013).
Patterns of Leadership
Leadership style refers to the behaviour pattern adopted by a leader to influence the behaviour of
his subordinates for attaining the organizational goals. As different leadership styles have their own
merits and demerits, it is difficult to prefer one leadership styles to another. The selection of a
leadership style will depend on the consideration of a number of factors. Tannenbaum and
Schmidt have pointed out the important factors that affect the choice of a style of leadership. They
are:
▪ Forces in the manager i.e., the manager's personality, experience and value system.
▪ Forces in the subordinates i.e., the subordinates readiness for making decisions,
knowledge, interest, need for independence etc.
▪ Forces in the situation i.e., complexity of the problem, pressure of time etc.
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ROLE OF COMMUNITY HEALTH ORGANIZATIONS AND WORKERS

The community health worker serves as a bridge between the community and the health
care, government and social service systems. Helping individuals, families, groups and
communities develop their capacity and access to resources, including health insurance, food,
housing, quality care and health information.
They are the ones to advocate for underserved individuals or communities to receive
services and resources to address health needs. Collect data and relay information to stakeholders
to inform programs and policies. Provide informal counseling, health screenings, and referrals.
Build community capacity to address health issues.
COMMUNITY ORGANIZATION MODEL
The Community Organization Model is a participatory decision-making process that empowers
communities to improve health. It emphasizes active participation from the community in
identifying key health issues and strategies to address them. Communities focus on their strengths
and collectively mobilize to develop programs to achieve health goals.
Characteristics of the Community Organization Model include:
▪ Understanding the context and root causes of health issues
▪ Collaborative decision making and problem solving
▪ Focusing efforts on specific issues
▪ Actively engaging participation from various groups and organizations within the
community
▪ Developing and maintaining capacity and power to produce lasting change
▪ Providing feedback to the community
Community health workers (CHWs) may support community organization through targeted
activities to garner support for policy and social changes. For more information on how CHWs
support community organization, visit the Community Health Workers Toolkit.
IMPLEMENTATION CONSIDERATIONS
Successful health promotion and disease prevention programs rely on involvement from the
community. When individual community members come together to identify problems and
strategies to address them, it increases the ability of the program to affect change. Other benefits of
community organization include empowerment of community members, increased ownership
among community members for their health, and improved social support for achieving healthy
changes.
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RULES IN MAINTAINING LABORATORY SAFETY

A standard list of basic laboratory safety rules are given below, and must be followed in
every laboratory that uses hazardous materials or processes. These basic rules provide behavior,
hygiene, and safety information to avoid accidents in the laboratory. Laboratory specific safety
rules may be required for specific processes, equipment, and materials, which should be addressed
by laboratory specific SOPs.
Basic Safety Rules
Basic safety rules for laboratory conduct should be observed whenever working in a laboratory.
Many of the most common safety rules are listed below.
✓ Know locations of laboratory safety showers, eyewashstations, and fire extinguishers. The
safety equipment may be located in the hallway near the laboratory entrance.
✓ Know emergency exit routes.
✓ Avoid skin and eye contact with all chemicals.
✓ Minimize all chemical exposures.
✓ No horseplay will be tolerated.
✓ Assume that all chemicals of unknown toxicity are highly toxic.
✓ Post warning signs when unusual hazards, hazardous materials, hazardous equipment, or
other special conditions are present.
✓ Avoid distracting or startling persons working in the laboratory.
✓ Use equipment only for its designated purpose.
✓ Combine reagents in their appropriate order, such as adding acid to water.
✓ Avoid adding solids to hot liquids.
✓ All laboratory personnel should place emphasis on safety and chemical hygiene at all times.
✓ Never leave containersof chemicals open.
✓ All containersmust have appropriate labels. Unlabeled chemicals should never be used.
✓ Do not taste or intentionally sniff chemicals.
✓ Never consume and/or store food or beverages or apply cosmetics in areas where
hazardous chemicalsare used or stored.
✓ Do not use mouth suction for pipetting or starting a siphon.
✓ Wash exposed areas of the skin prior to leaving the laboratory.
✓ Long hair and loose clothing must be pulled back and secured from entanglement or
potential capture.
✓ No contact lenses should be worn around hazardous chemicals – even when wearing safety
glasses.
✓ Laboratory safety glasses or goggles should be worn in any area where chemicals are used or
stored. They should also be worn any time there is a chance of splashes or particulates to
enter the eye. Closed toe shoes will be worn at all times in the laboratory. Perforated shoes
or sandals are not appropriate.
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✓ Determine the potential hazards and appropriate safety precautions before beginning any
work.
✓ Procedures should be developed that minimize the formation and dispersion of aerosols.
✓ If an unknown chemical is produced in the laboratory, the material should be considered
hazardous.
✓ Do not pour chemicals down drains. Do NOT utilize the sewer for chemical waste
disposal.
✓ Keep all sink traps (including cup sink traps and floor drains) filled with water by running
water down the drain at least monthly.
✓ Do not utilize fume hoods for evaporations and disposal of volatile solvents.
✓ Perform work with hazardous chemicalsin a properly working fume hoodto reduce
potential exposures.
✓ Avoid working alone in a building. Do not work alone in a laboratory if the procedures
being conducted are hazardous.
✓ The PEL and the Threshold Limit Values (TLV) will be observed in all areas. If exposure
above a PEL/TLV is suspected for an ongoing process, please contact EHS immediately.
✓ Laboratory employees should have access to a chemical inventory list, applicable SDSs,
Department Laboratory Safety Manual, and relevant SOPs.
✓ Access to laboratories and support areas such as stockrooms, specialized laboratories, etc.
should be limited to approved personnel only.
✓ All equipment should be regularly inspected for wear or deterioration.
✓ Equipment should be maintained according to the manufacturer’s requirements and
records of certification, maintenance, or repairs should be maintained for the life of the
equipment.
✓ Designated and well-marked waste storage locations are necessary.
✓ No cell phone or ear phone usage in the active portion of the laboratories, or during
experimental operations.
✓ Clothing made of synthetic fibers should not be worn while working with flammable
liquids or when a fire hazard is present as these materials tend to melt and stick to exposed
skin.
✓ Laboratory coats should not be stored in offices or break rooms as this spreads
contaminates to other areas.
✓ Computers and instrumentation should be labeled to indicate whether gloves should be
worn or not. Inconsistent glove use around keyboards/keypads is a source of potential
contamination.
✓ Avoid wearing jewelry in the lab as this can pose multiple safety hazards.
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BIORISK
Biorisk generally refers to the risk associated with biological materials and/or infectious agents,
also known as pathogens. The term has been used frequently for various purposes since the early
1990s. The term is used by regulators, laboratory personnel and industry alike and is used by the
World Health Organization (WHO). WHO/Europe also provides tools and training courses in
biosafety and biosecurity.
An international Laboratory Biorisk Management Standard developed under the auspices of the
European Committee for Standardization, defines biorisk as the combination of the probability of
occurrence of harm and the severity of that harm where the source of harm is a biological agent or
toxin. The source of harm may be an unintentional exposure, accidental release or loss, theft,
misuse, diversion, unauthorized access or intentional unauthorized release.
"Biorisk management” is the effective management of risks posed by working with
infectious agents and toxins in laboratories; it includes a range of practices and procedures to
ensure the biosecurity, biosafety, and biocontainment of those infectious agents and toxins.
Biorisk management includes the full spectrum of safety and security measures for laboratories,
from standard operating procedures to physical measures to individual practices in the laboratory.
In this section, you will find information on biosafety, biosecurity, biocontainment and how all
three concepts relate to each other.

BIOSAFETY
Biosafety is the combination of practices, procedures, and equipment that protect
laboratory workers, the public, and the environment from the infectious agents and toxins used in
the laboratory. Biosafety equipment includes personal protective equipment, biosafety cabinets,
and other specially designed devices. Biosafety also includes practices such as Standard
Microbiological Practices and the practices identified for each biosafety level in Biosafety in
Microbiological and Biomedical Laboratories. For international audiences, the World Health
Organization (WHO) also published the Laboratory Biosafety ManualExit Icon. Laboratories are
classified by biosafety levels based on the infectious agents and toxins they can work with and how
they protect workers from those infectious agents and toxins. Appropriate biosafety levels should
always be determined by a risk assessment of the experiment and the organism.
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