SYSTEMS

ORGANIZING
& STAFFING THE LABORATORY Primary task
defined duties that are necessary because of the
nature of system’s products or services.
ORGANIZING
● It is the process of identifying and grouping
of the work to be performed, defining and
delegating responsibility and authority and Hierarchy of system
establishing relationship for the purpose of
enabling the people to work most the process of whereby self-contained
effectively together in accomplishing subsystems developed within a parent
objectives. It is the backbone of organization such as laboratory within a hospital.
management.

OVERVIEW OF ORGANIZATIONAL SYSTEM Open system

these are systems that interact with their
ORGANIZATION SYSTEM environment by both receiving and delivering
product services.
Means the collection Self-contained
of people working collection of
together under a interacting and
defined structure for interdependent Equilibrium
the purpose of components working
achieving pre- together toward a this is a state of stability within and between the
determined outcome common purpose. system and its environment..
Example is there are
head of the laboratory
and other staff having Self- Regulation
their own duties and
responsibilities is the feedback process by which the system
monitors performance and provides information
to its members

.
CHARACTERISTICS OF ORGANIZATIONAL ORGANIZATIONAL SYSTEM’S 3 DISTINCT

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 ● The workforce or staff who perform their
FUNCTIONS duties and responsibilities.

INPUT TRANSFORM OUTPUT WORK

MECHANISM ATION It is the MECHANISM ● Division of tasks so that everyone is
It is the internal It is the indispensable.
process process process of
through which whereby delivering the
needed resources goods and ORGANIZATIONAL DESIGN
resources are received services
1. Functional component
acquired and through the produced to
● It is the hierarchal organizational levels.
replaced. input channels the external
There is a clear understanding of
are converted environment.
responsibilities and authority. It functions
into the
best when the departments are engaged in
products and
repetitive, efficient and routine tasks.
services
produced by ● Traditional organizational chart:
the a. Tall structure- many management layers
organization b. Flat structure- few management layers

LABORATORY ORGANIZATION STRUCTURE

HOSPITAL ADMINISTRATOR
LABORATORY ORGANIZATION
PATHOLOGIST
INPUT TRANSFORM OUTPUT
CHIEF MEDTECH
Specimen ATION Test Results
Test request PROCESS INDIVIDUAL DISCIPLINES
Supplies Staff 2. Self-contained component
Instrument ● is arranged along a common platform.
Process There is subdivision of work areas
according to specialization.
● Specialty testing- is focused on examining
4 IMPORTANT ASPECTS OF CONGRUENCY special specimens.
● Clinical services- are concerned with
MODEL routine or special laboratory examinations.
FORMAL ORGANIZATION Anatomical services- cover biopsy,
● The officially sanctioned lines of authority histopathology, autopsy etc.
assigned by the owners of organization, ● Transfusion services- is an extension of
with the responsibility to carry out the the blood banking station.
organization’s designed duties. INFORMAL ORGANIZATION -> CLINICAL
INFORMAL ORGANIZATION SERVICES-> TRANSFUSION SERVICES ->
● Alliances that form outside the boundaries
of the formal organization from the ANATOMIC SERVICES
interaction and allegiance of people with AUTHOR’S INITIALS
common interest. LABORATORY AS A SELF-CONTAINED
PEOPLE ORGANIZATION

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 3. Matric component
● Each staff member can have an
independent functions irrespective of
whether they are assigned to any of the
sections in the laboratory or performing
routine or special tests.
4. Matric component
● it reflects an information technology
model. It also consists of units or
realignment of work to reduce duplication
and expand revenue generating services.
Example is some laboratories have satellite
laboratory which part of networking
services.
FACTORS THAT INFLUENCE THE DESIGN AND
STRUCTURE OF THE ORGANIZATION
1. Organizational goals and strategic
direction
- it is imperative to set goals and objectives in order
to give direction for the organization’s journey
towards the achievement of its mission and vision.
2. Technological capabilities-
- it refers to the kind of services they can offer.
3. Size
- it is the basis for determining the classification of
the laboratory.
4. Environment
- it refers to the specific location of the laboratory.
The profitability of the laboratory is dependent on
its location.
5.Leadership style, member behavior and
organizational structure
- the success of the laboratory is the responsibility
of the management.
ELEMENTS OF LABORATORY ORGANIZATION
Level of Level of Division of
AUTHORITY COMMUNICAT WORK
ION
LEVEL OF AUTHORITY
● Authority is the legal right to command
actions by others and to enforce
compliance. It empowers one to do a job
that is essential for the leader to
accomplish the task. It goes with a
responsibility. Every staff is accountable in
the task assigned to him/her
LEVEL OF AUTHORITY
● These are the types of communication and
the barriers of communication.
LEVEL OF AUTHORITY
● It is the designated function of a
department head to divide and delegate
tasks or workload to avoid confusion and
complications.
PRINCIPLES OF ORGANIZATIONAL STRUCTURE
AND AUTHORITY
Departmentalization- related activities are
grouped together to expedite the production
process, that is specialization.
Decentralization- the decision-making process is
brought as close to those who are actually
performing the work as possible.
Unity of command- each individual must have
only one boss.
Scalar principle- supervision should be a linear
system providing a direct
vertical link form the board of directors to the
lowest level worker.
Span control- there is a definable limit to the
number of people one person can effectively
supervise, within the limits of specific work
condition
AUTHOR’S INITIALS
Exception principle- the manager and stall are
able to do their jobs without having to check with
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 the supervisor about every detail.
STAFFING AND SCHEDULING THE LABORATORY
● The laboratory require considerably
different education and training personnel.
Each is unique discipline embodying large
volume of technical data and employing
different analytical techniques and
instrumentation. With regard to laboratory
staffing, the sheer growth and diversity of
laboratory services clearly demonstrate
the need for specialization of personnel.
Efficient and effective selection, grouping
and utilization of personnel constitute a
major responsibility.
JOB DESIGN
1. JOB
● Is a collection of tasks, duties and
responsibilities assig to an individual.
2. JOB DESIGN
● is the process of organizing work into jobs
3. JOB ANALYSIS-
● is the process of collecting and analyzing
information about tasks, work flow and
jobs being done in an organization so that
job descriptions, work standards and
performance appraisal systems can be
developed
APPLICATION OF JOB DESIGN INFORMATION
1. STAFFING
● the process of matching the number and
types of people with jobs that meet the
goals and structure of the organization. It
is done by:
a. Identification of workforce requirement.
b. Inventory of people available
c. Recruitment selection
d. Promotion of staff
e. Appraisal
f. Planning career of employees
g. Training and development
2. Job description and performance
appraisals
● these are written declarations of given job
positions.
● Job Description
● this supplements the organization by
providing definition to all position . It
defines the employees interactions with
people and how the position is integrated
into entire organization
SECTIONS OF A JOB DESCRIPTION SHOULD
INCLUDE THE FOLLOWING
● a) Title of the organization- includes the
name of the facility, location, department
and sections.
● b) Job title
● c) Job specifications- position summary.
● d) Summary of duties for the position
● e) Reporting of duties for the position
● f) Preparer
● g) Date of preparation
● h) Approval signatures
3. Scheduling
● builds on staffing information and focuses
on matching people on a day to day basis
with the fluctuating workload of the
laboratory
RULES IN SCHEDULING
1. No more than 5 consecutive working days for
each individual.
2. Provide 2 consecutive day offs except in the rare
case where the individual prefers split of day offs.
3. Within the possibilities. Give the individual the shift
he wants.
4. Rotate weekend and holiday off with as much
fairness as possible.
5. Post schedule at least 3 weeks in advance, even
ore if possible.
6. Stick to the schedule as closely as possible, and
make changes only when essential and only after
discussion with others concerned.
7. Provide the opportunity to ask for AUTHOR’S INITIALS
specific day off
occasion
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 OTHER ISSUES IN ORGANIZATION
1. Re-Organization
● is the process which an existing
organization undergoes that brings about
changes in size and shape of the
organization structure. The reason for
organization are growth and adaptation.
2. Re-Engineering
● iis the re-organizing work processes in an
organization. Flow diagram the specific
work processes to determine if more
effective process could be implemented.
Example: use of robotics to automate
computerization, pneumatic tube system
to transport specimens.
3. Benchmarking
● is the process whereby the best process in
one organization is modified to fit similar
processes in another organization.
Examples: cost per test, number of test
performed per full time employee.

AUTHOR’S INITIALS

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