NATIONAL UNIVERSITY – Mall of Asia

Department of Medical Technology

Laboratory Management

LEARNING OUTCOMES (1/3) •

Leads by communication, building
1. Primary functions of management commitment, creating shared values, and
2. Differentiate between four factors of encouraging high performance.
management. • Uses the power of granting rewards and
punishments.
MANAGEMENT 4. Controlling
• Process of planning, organizing, leading, and • process of monitoring activities, measuring
controlling people in organization- effectively use performance, comparing results, making
resources to meet goals. corrections.
• Two Aspects of Management • Observing and responding to what happens.
1. People – the people with the responsibility • Unexpected issues will arise.
and authority to determine the overall • The feedback loop – most important aspect
direction of the organization. of controlling is that managers must be keep
2. Process – decide what goals should be and informed.
defines them for the organization
WHO DIRECTS EACH FUNCTION OF
• Primary Functions of Management MANAGEMENT?
1. Processes – ongoing activities ongoing and • Leaders often step up in times of crisis that
interrelated. needs immediate action.
2. Ongoing – activities not done in a linear, • All managers perform each at different times and
step-by-step fashion. the position depends on how much.
o will continue while others begin.
• Different activities may happen at once in an
3. Interrelated – results of tasks influence each organization.
other.
o must be done efficiently. LEARNING OUTCOMES (2/3)
1. Primary Types of managers and their roles
FACTOR OF MANAGEMENT 2. Differentiate between the functions of top
1. Planning managers, middle managers, first-line
• Defining goals and tackling them managers, and team leaders.
• Defines future of organization- long term 3. Differentiate between leadership,
plans. informational, and decision-making roles.
• Develops strategic plans:
o Long-term and effects entire
VERTICAL MANAGEMENT
organization.
• Various levels of management within
o Bridges gap between what organization
organization.
is and what it wants to be.
• Different levels = different aspects of business
• Tactical plans – translate strategic plans
o Thinking
into specific actions- who, what, where etc.
o Communicating
2. Organizing
• Highly structured
• Decides how to best implement the plans
o Workers in labor-intensive industries.
• Decides how an organization is structured
• Disadvantage – limits information from lower
• Assigns authority and responsibility levels to upper.
• Works to acquire resources
• Decides coordination TOP-LEVEL
3. Leading • What do these acronyms represent on a
• Uses knowledge, character, and charisma- management team?
inspire achievement of goals. o CEO, COO, CMO, CTO, CFO, CCO
• Vice Presidents or division heads sometimes
part of top management team.

Prepared by: Aubrey Ann Caharop MED212 / Reference: MLSLABMN-MED212 Handouts

 NATIONAL UNIVERSITY – Mall of Asia
Department of Medical Technology
Laboratory Management
o Responsible for long-term success.
• Set goals and pay careful attention to external
environment.
o Economy, law proposals, consumer/public
relations.
• Make financial investments.
MIDDLE MANAGERS
• Department heads, directors, chief supervisors
• Links between top and first-line managers
• Receives broad strategic plans with specific
objectives
• Encourages, supports, and fosters employees
• Provides leadership
FIRST-LINE MANAGERS
• Entry level – “on the line”.
o Close contact with workers.
• Responsible for organizational objectives and
plans.
• Assistant managers, shift managers, foremen,
section chiefs, office managers.
• Focuses on internal issues- must communicate.
TEAM LEADERS
• Reports to first-line or middle manager.
• Develops timelines, specific work assignments,
provides training to team, communicates clear
instructions.
• Makes sure team is operating efficiently
• Positions may be eliminated when new team
must be formed.
TYPES OF MANAGEMENT ROLES
• Leadership and Interpersonal Roles
o Top Managers
o Middle managers – focus more on
interpersonal skills.
• Decisional Roles – all managers required to
make decisions.
LEADERSHIP AND INTERPERSONAL ROLES
• Top Managers
o Voice of organization
o Hard to separate personal aspects from
corporate positions.
• Middle Managers
o Determines what information can be shared
o Weighs informational value to decide what to
send to top management
Prepared by: Aubrey Ann Caharop MED212 / Reference: MLSLABMN-MED212 Handouts
• First-Line Managers
o Evaluates work and helping employees
contribute.
DECISIONAL ROLES
• Entrepreneur- top-level managers – economic
opportunities, lead change initiative.
• Disturbance handler- top and middle
managers – react to problems in organization
(internal/external)- decide what actions should
be taken.
• Resource allocator – depending on whether
decisions affect whole company or not.
• Negotiator- top and middle-level managers –
top-negotiations about whole company
(contracts or agreements).
o Middle- negotiate salary and hiring.
LEARNING OUTCOMES (3/3)
1. Advantages that arise from managing people
well
• “People are definitely a company’s greatest
asset. It doesn’t make any difference whether
the company’s product is cars or cosmetics. A
company is only as good as the people it keeps.”
– Mary Kay Ash.
GOOD MANAGER
• What makes a good manager?
o Effectiveness
o Efficiency
o Sustainable practices
• Competitive advantage – business
outperforms rivals due to employees.
• Depends on a stable and reliable workforce.
LEARNING OUTCOMES (2)
1. Leadership Styles
3 MAIN TYPES OF LEADERSHIP STYLE
1. Autocratic or Authoritarian Leader
✓ Given the power to make decisions alone,
having total authority.
✓ Closely supervises and controls people
when they perform certain tasks.
 NATIONAL UNIVERSITY – Mall of Asia
Department of Medical Technology
Laboratory Management
2. Democratic or Participative Leader
✓ Includes one or more people in the decision-
making process of determining what to do
and how to do it.
✓ Maintains the final decision-making
authority.
3. Laissez-faire or Delegative Leader
✓ Laissez-faire is a French phrase meaning “let
do”.
✓ Allows people to make their own decisions.
✓ Leader is still responsible for the decisions
that are made.
✓ This style allows greater freedom and
responsibility for people.
✓ However, you need competent people
around you or nothing will get done.
2 OTHER STYLES
1. Charismatic Leader
✓ Leads by creating energy and eagerness in
people.
✓ Leader is well liked and inspires people.
✓ Appeals to people’s emotional side.
2. Servant Leader
✓ The highest priority of this leader is to
encourage, support and enable people to
fulfill their full potential and abilities.
✓ Helps people achieve their goals.
✓ Works for the people.
LEARNING OUTCOMES (3)
1. Management Processes
2. Function of Management
MANAGEMENT PROCESS
• “Management is the art of getting things done
through and with people in formally organized
groups.” – Koontz.
• Management is the process of designing and
maintaining an environment in which individual
working together in groups accomplish
effectively selected aims.
1. As managers, people carry out the
managerial functions of planning, organizing,
staffing, leading, and controlling.
2. Management applies to any kind of
organization.
Prepared by: Aubrey Ann Caharop MED212 / Reference: MLSLABMN-MED212 Handouts
3. It applies to managers at all organizational
levels.
4. The aim of all managers is the same to create
a surplus.
FUNCTION OF MANAGEMENT
• Gulick first used the acronym ‘POSDCORB’
and UR wick (1987) to explain the seven
processes of administration/management.
Planning
Organizing
Staffing
Directing
Coordinating
Reporting
Budgeting
• These processes can explain the total working or
management conditions of an institution.
1. Planning – involves setting goals and objectives
for the organization and developing work maps
showing how these goals and objectives are to
be accomplished. Planning includes the
broadest view of the organization, e.g.: Its
mission, and the narrowest, e.g.: a tactic for
accomplishing a specific goal.
2. Organizing – it involves bringing together
resources – the people capital and equipment –
in the most effective way to accomplish the
goals. It, therefore, involves an integration of
resources. And it is establishing the internal
organizational structures of the organization.
The focus is on division, coordination and control
of tasks and the flow of information within the
organization. It is in this function that managers
distribute authority to holders.
3. Motivating – plays a large part in determining
the level of performance of employees, which in
turn influences how effectively the organizational
goals will be met. It involves directing along with
communicating and leading. Leading or
influencing requires three general
skills/competencies.
1. Diagnosing: it is conginitive
2. Adapting: it is a behavioural competency
3. Communicating: it is a process competency
4. It involves feedback of results and follow up
to compare accomplishment with plans and
to make appropriate adjustment with plans
 NATIONAL UNIVERSITY – Mall of Asia
Department of Medical Technology
Laboratory Management

and to make appropriate adjustments where

outcomes have deviated from expectations
4. Controlling – evaluates quality in all areas and
detects potential or actual deviations from the
organization plan. This ensures high quality
performance and satisfactory results while
maintaining an orderly and problem free
environment controlling includes information
management measurement of performance and
institutions of correcting actions.

Prepared by: Aubrey Ann Caharop MED212 / Reference: MLSLABMN-MED212 Handouts