LMGT

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LMGT- Trans - Introduction to Laboratory management
Laboratory management (Our Lady of Fatima University)
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Overview of Laboratory Management

OLFU LABORATORY MANAGEMENT LEC 1 2021-2022
1ST Semester
RMT 2023 Instructor: Prof. Jonna E. Agabe Tacsay, RMT, MSMT TRANS 1 LMGT211
Date: September 10, 2021
Outline II. LABORATORY SECTIONS
At the end of the session, the student must be able to learn:
A. Clinical Chemistry
I. Overview of Laboratory Management
A. Laboratory Personnel ý patient9s specimen is tested for
B. Medical Laboratory Organizational Chart various chemical components
II. Laboratory Sections > Ex: Glucose, Cholesterol,
A. Clinical Chemistry Triglyceride, Hormones,
B. Clinical Microscopy Enzymes
C. Hematology
D. Blood Transfusion Service B. Clinical Microscopy
E. Blood Bank Production ý performs routine & special test on
F. Histopathology & Cytology patient9s urine & fecal samples
G. Immunology & Serology ý examined & performed through
microscopic analysis
> Ex: Urinalysis, Fecalysis,
I. OVERVIEW OF LABORATORY MANAGEMENT
Fecal Occult Blood test
Management (FOBT), Pregnancy test
ý process of reaching organizational goals, by working with &
through people and other organizational resources, which C. Hematology
attains organization goals in an effective & efficient manner ý performs routine & special tests on
the component of whole blood & to
LABORATORY PERSONNEL other body fluids
ý trained in multiple areas of the laboratory with > Ex: Complete Blood count
Generalist (CBC), Differential count,
staffing flexibility & wide area of knowledge
Laboratory ý individual responsible for staffing & Platelet count
Supervisor scheduling the laboratory
Specialist/ ý person trained & experienced in one specific D. Blood Transfusion Service
Section Head laboratory discipline ý prepares & performs cross-
matching for the compatibility of
ý person with expertise in testing methods
patient9s blood to donor9s blood,
ý has the ability to analyze & solve problems
Medical which includes:
Technologist ý a bachelor degree holder in medical o whole blood
technology program, some requires
o packed red blood cells
certification of practice
(RBCs)
Medical ý knowledge may be lacking to o platelet concentrates
Technician review/troubleshoot test results o plasma transfusions
> Ex: Cross-matching, Blood typing,
MEDICAL LABORATORY ORGANIZATIONAL CHART Antibodies Screening
E. Blood Bank Production

ý prepares different blood
components, derivatives & other
blood products for transfusion
ý in charge of the supply of various
blood products
F. Histopathology & Cytology

ý surgical specimens are examined
for pathologic diagnosis &
interpretation
ý cytology sections requires smears
of body fluids to gather evidence
Processors
Specimen
for certain medical conditions
G. Immunology & Serology

ý patient9s sample is analyzed to
identify any present
antibody/antigen that causes any
medical condition that may be
considered as infectious
> Ex: Human Immunodeficiency
virus (HIV), Hepatitis,
Measles, Dengue
Bisenio, J. 4 TRANSCRIBER

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OLFU Introduction to Management & Organizational System LEC 2 2021-2022

LABORATORY MANAGEMENT 1ST Semester
DATE: September 17, 2021
Outline 2. Organizing Organizational Resources

At the end of the session, the student must be able to learn: ý involves assigning tasks, grouping
I. Introduction to Management tasks into departments, delegating
A. Definition of 8Management9 authority & allocating resources
÷ 4 Functions of Management across the organization
1. Planning o all of these are necessary to
2. Organizing achieve the goals & objectives
3. Leading in the future
4. Controlling ú Departmentalization4 is the
II. Management Theory clustering of tasks
A. Definition of 8Management Theory9 o Organizational
B. 11 Essential Management Theories structure/design4 is the one
1. Systems Theory being developed through
2. Principles of Administrative Management Departmentalization
i. 14 Principles of Management ÷ it is by organizing
ii. 6 Primary functions of managers, they are
Management able to design
3. Bureaucratic Management individual/specific
4. Scientific Management jobs that will be
5. Theories X & Y assigned to their
6. Human Relations Theory employees
7. Classical Management ÷ this structure/design
8. Contingency Management is devised to build
9. Modern Management organizational culture
10. Quantitative Management & to strengthen social
11. Organizations as Learning System networks
III. Laboratory Organizational System ú Organizational resources4 human
A. Laboratory Manager resource (e.g. time, costing,
÷ Manager9s Roles & Attributes manpower, tangible materials, &
B. 3 Management skills intellect of the people collaborating)
C. Types of Management 3. Leading (Directing)
D. Management by Objectives (MBO Program) ý use of influence to motivate
÷ MBO Process employees to achieve organizational
goals
! SIDE NOTES GUIDELINES THAT MIGHT HELP ! o Purpose: to also achieve
Color of side notes: Green organizational design, at the
ú This is a sample info same time, giving them a
o Further discussion positive mindset regarding the
of the info above this delegated task/s
÷ Discussion of ± side notes indicators ý means creating a shared culture &
subtopic above * their indentation may vary values, communicating goals to
this according to the topic it employees throughout the
supports/describes * organization & infusing employees
> This is the only bullet used with the desire to perform at a high
for examples level
ú this function involves social & informal
sources of influence the managers use
I. INTRODUCTION TO MANAGEMENT
to inspire action (as role models) to
÷ Management their subordinates, which they9ll be
ú an ideal & complex system that follows through a able to imitate/mimicked
systematic chronological process ú in this particular step, If the
o it is 8complex9 for it uses not only 1 management system has the desire to
management theory, but various theories in perform at a high level, the ff. are the
order to select what is suitable/applicable in crucial things to remember as a
a certain situation manager:
ý is the attainment of organizational goals in an effective
& efficient manner by following the 4 Functions of CRUCIAL THINGS TO REMEMBER
Management, chronologically: AS A MANAGER
1. Planning (Material Planning) 1 Leadership
ý identifying goals for future 2 Decision-making
organizational performance and 3 Communications
deciding on the tasks & use of 4 Selecting groups/teams
resources needed to attain them Motivation of groups & teams in
ý defines where the organization wants 5
the organization
to be in the future & how to get there
ú is the step where we set the mission 4. Controlling Organizational Resources
& vision, as well as drafting our goals, ý means monitoring employees9
objectives, & course of actions that are activities, determining whether the
linked together with managerial organization is on target toward its
planning to where the goals & making corrections as
institution/organization wants to be in necessary
the future

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[LMGT211] 1.01 Introduction to Laboratory Management | Prof. Jonna E. Agabe Tacsay, RMT, MSMT
o through this monitoring, contributors to the Modern concepts of
managers are ensuring that Management
the performance level of each ú his major contributions are the 14 Principles of
employee does not deviate Management & the 6 Primary Functions of
from the standard; in cases Management, which are the ff:
that it is deviated, corrective
measures are to be applied 14 PRINCIPLES OF MANAGEMENT
ú Systems/process itself & Strategic ý when the employees are 8specialized,9
Human Resources4 the heart of this Division of
1 meaning they become increasingly
function work
skilled & are efficient
ý managers should have authority to give
II. MANAGEMENT THEORY 2 Authority orders, which comes with great
÷ Management Theory responsibility & liability
ý is collection of ideas that recommend general rules on ý this needs to be upheld in all
how to manage an organization in different settings 3 Discipline organizations, which varies from one
(e.g. business setting, clinical setting) institute to another
ý gives direction to leaders (e.g. managers, supervisors) ý employees should only have 1 direct
Unity of
on how to implement strategies to accomplish 4 supervisor, to avoid confusion on who
Command
organizational goals to follow
ý provides the ff. aspects that the employers ý is in coordinated with Unity of
implement in their respective offices: Command, wherein teams with the
o Management strategies same objective should work under the
Unity of
o Frameworks 5 direction of 1 supervisor that is using
Direction
o Guidelines only 1 plan
ý managers should ensure that actions
11 ESSENTIAL MANAGEMENT THEORIES are properly coordinated
A. Systems Theory Subordination ý the interest of one employee should not
B. Principles of Administrative Management of Individual be allowed to become more important
C. Bureaucratic Management 6 interests to the than the interests of the group
D. Scientific Management General ý no personal interests = no conflict of
E. Theories X & Y interest interest
F. Human Relations Theory ý these are the benefits that an employee
G. Classical Management can get from an organization, they may
H. Contingency Management 7 Remuneration be in the form of financial or non-
I. Modern Management financial benefits (e.g. salary, gift
J. Quantitative Management checks, recommendation, promotion)
K. Organizations as Learning System
ý commands are coming from the top &
8 Centralization are to be disseminated from one
A. SYSTEMS THEORY
assigned person to another
÷ Ludwig von Bertalanffy (1901-1972) ý employees should be aware on where
ý is more a perspective than a fully formed practice 9 Scalar chain they stand in the organizational
Systems Theory hierarchy or chain of command
ý encourages you to realize that your business is a ý this is the tidiness, peace, & order of
system 10 Order the work place, as well as harmonious
ý is governed by the same laws & behaviors that affect relationship among workers
every other biological organization ý the managers should be fair to all their
ú he was not affiliated in any business company, 11 Equity
employees at all times
instead, he was a Biologist; ý the managers should strive their best to
o so originally, this theory is used to compare Stability of
minimize employee turn-over, in order
interrelationships, interactions, & 12 tenure
for the company to save their resources
interdependence between the environment & personnel
(both cost & time)
its entities
ý employees should be given the
ú this theory treats companies like 8living organisms,9
necessary level of freedom to create &
needing all of its parts, but in this case the employees, 13 Initiative
carry out plans, as well as to being
in order for the companies to survive
heard & included in decision-making
o this theory believes that 8a piece is part of a
complex whole9, performing a specific function ý the people in the organization must
& is harmoniously working as a collective work harmoniously with each other,
14 Esprit de corps
group, rather than an isolated unit promoting team-spirit, rapport &
camaraderie
B. PRINCIPLES OF ADMINISTRATIVE MANAGEMENT
6 PRIMARY FUNCTIONS OF MANAGEMENT
÷ Miner & Engineer Henri Fayol (1841-1925)
ý the primary characteristic of a manager
ý this theory is a top-down approach to examining a 1 Forecasting who needs to envision what has to be
business/organizational whole
done in the organization for the future
o his contributions, the 14 principles & 6 primary
functions, play a vital role when it comes to this ý is the most essential function, which
2 Planning includes making a structural scheme of
examination
actions & determining its goals
ý he put himself in his manager9s shoes & imagined
what situations they might encounter when dealing ý it is the creation of organizational
with their team 3 Organizing structure that brings all human & non-
ú he is one of the greatest pillars when it comes to human resources to work together
management ý the process of giving directions &
4 Commanding
o up to the present time, his works are still instructions to the employees
considered to be as one of the major ý has been fused with Commanding in
5 Coordinating
the delegation of tasks and integration

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of all the efforts of the departments to E. THEORIES X & Y (Contrasting Theories)
achieve organizational goals ÷ Douglas McGregor (1906-1964)
ý it is comparing the actual performance ý these theories were based on the 2 Different Views
6 Controlling of the organization with their desired of managers on their employees, or the 2 Aspects
performance of Behavior at work, which are the ff:
2 ASPECTS OF BEHAVIOR AT WORK
C. BUREAUCRATIC MANAGEMENT
Theory X Theory Y
÷ Max Weber (1864-1920) managers have a POSITIVE
ý took a more sociological approach when creating his managers think NEGATIVELY
OUTLOOK on their employees
bureaucratic management theory of their employees
o they think of their
ý his ideas revolve around the importance of structuring o they think of their
workers optimistically,
your business in a hierarchical manner with clear rules workers
including them in all
& roles pessimistically for they
decision-making
ú he was a German sociologist & a Political economist, don9t trust them, which
processes
which is why he was regarded to as the <Father of makes them
o they encourage
Bureaucratic Management= micromanage their
creativity in all levels of
Bureaucracy4 there is a hierarchy of who every action
o work
implements the rules
ú according to him, in order to help an organization to his 2 proposed theories are:
achieve its goals, there are 2 Essential elements: 1. Theory X (Authoritarian Theory)
1. Roles4 are the specific tasks ý posits that employees are apathetic or dislike
2. Clear Rule4 the organization & its members their work
are governed by clearly-defined rational ý managers who adhere to Theory X are often
decision-making rules authoritarian & will micromanage everything
o by implementing these elements, an because they don9t trust their employees
ideal business structure is developed ú large businesses tend to operate on this
and are based upon 4 influential theory, that hire thousands of employees
factors: 2. Theory Y (Participative Theory)
ý posits that employees are self-motivated,
4 INFLUENTIAL FACTORS responsible & want to take ownership of their
1 Clear Division of Labor (Roles) work
Separation of Personal & ý managers who adhere to Theory Y include their
2
Organizational assets (Roles) employees in the decision-making process &
Hierarchical Chain of command encourage creativity at all levels
3
(Clear Rule) ú this theory proposes that employees &
Accurate Record-keeping (Clear managers can achieve a collaborative & trust-
4
Rule) based work relationship
ú small businesses tend to operate on this
D. SCIENTIFIC MANAGEMENT theory, that hire a small number of employees
only
÷ Frederick Taylor (1856-1915)
ý promotes standardization, specialization, assignment
F. HUMAN RELATIONS THEORY
based on ability, and extensive training & supervision
o only through those practices can a business ÷ Elton Mayo (1880-1949)
achieve efficiency & productivity ý states that employees are more motivated by Social
ý this theory attempts to find the optimal way to factors (e.g. personal attention & respect, being part
complete a given task, often at the expense of the of a group, or a sense of belongingness) THAN
employees9 humanity Environmental factors (e.g. money, working
ú according to him, this theory believes that all workers conditions)
are motivated by money ú this theory dwells on the Principle: <Social factors
o where he promoted the idea: <A fair day9s are what drive or give motivation to the employees=
pay, for a fair day9s worth= o achieving these factors make them happy &
÷ in other words, if the worker didn9t contented in their working environment, as
achieve the desired quota for the long as they9re not being mistreated &
day, he shouldn9t be paid as much abused
as the other employees that are
highly productive G. CLASSICAL MANAGEMENT
ú this theory attempts to find an optimal way to complete ý is predicated on the idea that employees only have
a given task Physical needs & Economic needs
o which is why extensive training & ý this theory focuses solely on the economics of organizing
supervision is being given to the workers, because employees can satisfy these physical
employees, even if it meant to abuse/exploit needs with money
their employees9 humanity ú in this theory, the social needs are not given much
attention, instead, the workers are working for monetary
rewards
o increased productivity = more incentives,
generating more motivation & productivity
ú this theory advocated 7 Key Principles in order for the
employees to become more motivated in getting incentives,
which are the ff:
7 KEY PRINCIPLES
1 Profit Maximization
2 Labor Specialization
3 Centralized Leadership

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4 Streamed-line Operations ú Purpose: this theory is only used to Calculate Risks,
5 Emphasis on Productivity Identify Benefits, & Identify Drawbacks before an action
Single Person / Select few takes place
6 these Risks, Benefits, & Drawbacks are
Decision-making o
7 Priority to the Bottom line calculated in the area of staffing, organizational
resources/materials, logistics, & systems issue
H. CONTINGENCY MANAGEMENT
K. ORGANIZATIONS AS LEARNING SYSTEM
÷ Fred Fiedler (1950-1960)
ý is a system that is built on a succession of subsystems
ý he based his theories on the idea that effective
o this theory is a product of subsystems where
leadership was directly related to the traits with leader
specialization in a particular function is being
displayed in any given situation
used as a learning system, as a sort of review or
ý Main concept: there is no management approach
enhancement to hone sets of skills
that suits every situation & every organization
ý in order for the business to run smoothly & efficiently, each
o in other words, several external & internal
subsystem must not only work smoothly & efficiently within
factors (e.g. cooperation between
itself, but also with the other subsystems around it
management behaviors & specific
ú this theory is part Controlling function & part Organizing
situations) ultimately affect the chosen
function, where a whole system is divided into subsystems,
management approach
or is referred to as 8Departmentalization9 (in Business
÷ due to these external & internal
setting) / 8Sections9 (in Clinical setting)
factors, this theory identified 3
o each skill learned in the departments are
Variables that influence
mastered (e.g. rotations per department in the
organizational structure, in order
Hospital)
to choose management approach:
ú in this theory, managers are responsible in coordinating the
1. Size of the Organization
cooperation necessary, to ensure that the larger
2. Technology being
organization continues to function as one successfully
employed
3. Style of Leadership
ú he proposed that the traits (character & attitude) of a III. LABORATORY ORGANIZATIONAL SYSTEM
leader were directly related & has the greatest
Laboratory Manager
influence on how they effectively lead
ú according to his theory, there is a set of leadership ÷ Manager9s Roles & Attributes:
traits appropriate for every situation: 1. Coordinate resources in an effective & efficient
o a leader must be flexible enough to adapt to manner to accomplish the organization9s goals
every changing environment ú to accomplish organizational goals
ú Primary Component of this theory: 2. Providing a product or service that customers value
o Least Preferred Co-worker Scale (LPC)4 ú being a role model
a type of tool used to assess managers 3. To achieve high performance, which is the attainment
ú Summary of this theory: of organizational goals by using resources in an
1. There is no one specific technique for efficient & effective manner
managing an organization
2. A leader should be quick to identify the 3 MANAGEMENT SKILLS
particular management style suitable to a A. Conceptual skills
particular situation ý are the cognitive abilities to see the organization as a
3. A leader should be flexible & adaptable whole system & the relationships among its parts
ý involve the manager9s thinking, information
I. MODERN MANAGEMENT processing & planning abilities
ý embraces the idea that people are complex ý involve knowing where one9s department fits into the
o their needs vary over time & they possess a total organization and how the organization fits into
range of talents & skills that the business can the industry, the community, and the broader business
develop through on-the-job training & other & social environment
programs ú involve the way a manager process information & how
ú this theory recognizes that workers are complex, unique, & efficient & flexible they are in planning
are different from one another, as well as their needs B. Human skills
o to suffice these changing needs, the ý are the manager9s abilities to work with & through
organization is incorporating trainings, other people & to work effectively as a group member
seminars, & other job-enhancing programs ý are demonstrated in the way a manager relates to
ú this theory is great for Modern world, because this type of other people, including the ability to motivate,
theory recognizes & respect the changes of technology facilitate, coordinate, lead, communicate, and resolve
(e.g. working from home = noting its benefits to both the conflicts.
worker & the company, & then making a conclusion out of ý allow subordinates to express themselves without fear
the observation) of ridicule, encourages participation& shows
appreciation for employees9 efforts
J. QUANTITATIVE MANAGEMENT ú they promote inter- & intrarelationships with people, in
order to resolve conflicts & achieve camaraderie in
ý is a response to managerial efficiency, together with
organization
experts from scientific disciplines, they address staffing,
ú are the art of working with people & anticipate results
materials, logistics & system issues
through working effectively as one
ú was first used in World War II (WW2) in order to execute &
C. Technical skills
measure managerial excellence/efficiency with the use of
Mathematical Models (numerical values that are translated ý are the understanding of and proficiency in the
& analyzed) performance of specific tasks
> Ex: Statistics, Computer simulations, Information ý include mastery of the methods, techniques, and
models, Probability & Sampling analyses, equipment involved in specific functions such as
Variance analysis, Statistical quality control, etc. engineering, manufacturing, or finance
ú this theory is used more with Humanistic theories (previous
theories mentioned) in order to run a company

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ý include specialized knowledge, analytical ability, and MANAGEMENT BY OBJECTIVES (MBO PROGRAM)
the competent use of tools & techniques to solve ÷ is also known as 8Management by Planning9
problems in that specific discipline ÷ is a management tool whereby managers and employees work
ú refer to our abilities to perform the job correctly together to set and track objectives for a specific time period
ú provide assessment of our overall know-how or how ÷ objectives and plans cascade down the organization until every
equipped & proficient we are on the job individual has specific objectives for the period
o the objectives are to be successfully done one-by-
TYPES OF MANAGEMENT one
A. Top Managers ÷ if they are all done successfully, the system
ý are at the top of the hierarchy & are responsible for will be sustained
the entire organization ÷ if they are not done successfully, there will
ý responsible for setting organizational goals, defining be an evaluation on what went wrong which
strategies for achieving them, monitoring and will be followed by a repeated process of
interpreting the external environment, and making the evaluated objectives, until it will be
decisions that affect the entire organization perfected
ý responsible for communicating a shared vision for the ú it was first popularized by Peter Drucker (1954), the <Father of
organization, shaping corporate culture & nurturing an Modern Management=
entrepreneurial spirit that can help the company ú is used to improve organizational performance by clearly
innovate and keep pace with rapid changes in order defining & setting objectives that are both agreed upon by
to meet & sustain the required standards managers & employees
ú are the ones with highest position in the organization
who acknowledge full responsibility & liability for the MANAGEMENT BY OBJECTIVE PROCESS
entire organization
ú promote a dynamic & healthy communication within
the organization to maintain balance between
personal & working relationships
> Ex: Medical Directors, Hospital
Administrators
B. Middle Managers
ý middle levels of the organization & are responsible for
business units and major departments
ý are responsible for implementing the overall strategies
and policies defined by top managers
ý generally, are concerned with the near future rather
than with long-range planning
> Ex: Chief Medtechs (in laboratories), Deans
(in schools), Supervisors (in businesses) 1. Review Organizational Goals
C. Project Managers ý the organization will set or revise their objectives for
ý are responsible for a temporary work project that the next period
involves the participation of people from various ý most organizations usually use a 3-month planning
functions and levels of the organization & perhaps period or a quarterly planning period
from outside the company as well 2. Set Employee Objectives
D. First-line Managers ý once the organization has set their objectives, each
ý directly responsible for the production of goods and departments will set their own objectives for the period
services
ý are responsible for groups of non-management 3. Monitor progress
employees their primary concern is the application of ý this gives the manager & employees the opportunity
rules and procedures to achieve efficient production, to evaluate a situation if it is progressing or not
provide technical assistance, and motivate
4. Evaluate performance
subordinates
> Ex: Section Heads (in laboratories), ý it is a more straightforward step in checking if each
Program Coordinators (in schools), Line employee has achieved their own goals or not
managers 5. Reward employees
E. Functional Managers ý it is when employees get rewarded for their
ý are responsible for departments that perform a single achievements at the end of the period, which is
functional task & have employees with similar training usually done through paid incentives
and skills
> Ex: Line managers (are also considered to
be the First-line managers), Staff managers
÷ Line managers4 in charge in
manufacturing or production,
marketing services, & promotional
activities
÷ Staff managers4 in charge in
departments, finance, & human
resources that support the Line
departments
F. General Managers
ý are responsible for several departments that perform
different functions
ý are responsible for a self-contained division, and for
all the functional departments within it
ý are responsible in overseeing the Functional
managers to ensure the functionalities per department

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OLFU Organizing and Staffing 2021-2022

LABORATORY MANAGEMENT LEC 3 1ST Semester
DATE: September 24, 2021
Outline ú it represents the organizational structure as a

At the end of the session, the student must be able to learn: 8team,9 that is in pursuit of a common task, goal, or
I. Definition of Terms purpose
A. Organizing
B. Organization ÷ Organizational System
C. Organizational System ý is a self-contained collection of interacting
II. Functions of Organizational System interdependent components, working together toward a
A. Input Mechanism common purpose
B. Transformation ú it is the manner of how the roles for every task are being
C. Output Mechanism executed
III. Characteristics of Organization o it is the application of the roles in the system
IV. Types of Organizational Structure ú embodies different phases to rule out certain functions
A. Flat Type
B. Pyramid Type II. FUNCTIONS OF ORGANIZATIONAL SYSTEM
C. Bureaucratic / Line / Hierarchical Type 1. Input Mechanism
D. Shared Governance Type 2. Transformation
V. Characteristics of Organizational Structure 3. Output Mechanism
A. Division of Labor
B. Chain of Command 1. INPUT MECHANISM
C. Span of Control ý is the process through which needed resources are acquired
D. Level of Management Position & replaced
E. Organizational Relationship ý some examples for this function are the ff:
1. Formal > People
2. Informal > Test request
VI. Forms of Organization > Specimen
A. Formal Bureaucracy (Formal Groups) > Information supplies
B. Informal Groups > Financial resources
VII. Structural Design of an Organization ú it is referred to the materials & resources needed or are
A. Factors to be considered in Making an essential in order to be functional
Organizational Structure Design o in any case that there resources are not functional,
1. Design Element & Factors they will be changed/phased out
2. Design Strategies & Models
B. Organizational Chart 2. TRANSFORMATION
o Principles of Organizational Structure &
Authority ý is the internal process whereby resources are received
VIII. Concepts of Authority through the input channels
÷ Types & Roles of Authority ý some examples of input channels are the ff:
1. Line Authority > Test performance
2. Staff Authority > Personnel
3. Functional Authority > Instrument
> Expertise
! SIDE NOTES GUIDELINES THAT MIGHT HELP ! ú in this phase, the actual applications of actions/tasks are
Color of side notes: Green being done & carried out, as well as the troubleshooting
ú This is a sample info o this is to figure out if there is an error or if
o Further discussion something is not right
of the info above this ú it is when the materials & resources are literally being used
÷ Discussion of ± side notes indicators
subtopic above * their indentation may vary 3. OUTPUT MECHANISM
this according to the topic it ý is the process of delivering the goods & services produced to
supports/describes * the external environment
> This is the only bullet used
ý some examples for this function are the ff:
for examples
> Test result
> Consultation
I. DEFINITION OF TERMS > Salaries
÷ Organizing > Information
ý is a management function that provides the relationship > Wastes
between people & the activities that they will undertake ú it is the last stage in the functions of organizational system
as to fulfill their organizational objectives ú it is also referred to the <finished product= since it is where the
ú a management function that focuses on Organizational results & outcomes are seen
Structure/design (Manpower) o the profit, incentives, or salary to be received greatly
ú allocation of resources to provide services & depends on the quality & integrity of the products
designation of tasks are important
ú an action word where we are starting to create an III. CHARACTERISTICS OF ORGANIZATION
organizational structure ÷ Holistic & synergistic with Clearly defined boundaries
ú is the phase where we are starting to identify who will ÷ Have Purposeful activity or Primary task
play the role for each task
÷ Develop into Hierarchy of system
÷ Organizations operate as Open systems
÷ Organization
÷ Seeks a State of stability & Equilibrium
ý is an entity that results from people joining together in
÷ Self 3 regulating
pursuit of a common cause
ú is the step/phase of Role identification & Task
specification

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[LMGT211] 3.01 Organizing and Staffing | Prof. Jonna E. Agabe Tacsay, RMT, MSMT
IV. TYPES OF ORGANIZATIONAL STRUCTURE V. CHARACTERISTICS OF ORGANIZATIONAL

1. Flat Type STRUCTURE
2. Pyramid (Hierarchical) Type ÷ it has been influenced by the Principles of Administrative
3. Bureaucratic / Line / Hierarchical Type Management Theory of Henri Fayol
4. Shared Governance Type
5 CHARACTERISTICS:
1. FLAT ORGANIZATIONAL STRUCTURE A. Division of Labor
ý is a decentralized structure ý tasks are delegated among the members in the
ý has span of control & authority is widened organization
B. Chain of Command
ý there is participation in the lower level of management
ý it pertains to the instructions on how to perform an
ý there a direct interrelationship in the organization
assigned task
ú it is when the roles are being designated & the tasks are being
C. Span of Control
specified
ú it has few or no level of management between the ý it refers to the boundaries of authority in each level or
management & staff level employees department
ú it is often seen in businesses or organizations that are just D. Level of Management position
starting ý it refers to the hierarchy of command, or the Scalar
Principle
2. PYRAMID ORGANIZATIONAL STRUCTURE (HIERARCHICAL) E. Organizational relationship
ý is the relationship of the employee & the organization
ý is a centralized structure or the organization & the departments/divisions
ý the managers have FULL CONTROL of their members 1. Formal
ý it is the most common type of an organizational structure ý direct relationship
ú it is also often referred to as 8Hierarchical9 ý uninterrupted relationship
ú in this type, the chain of command goes from the top, then 2. Informal
down (e.g. from the CEO/Manager down to the Entry level &
ý dotted line
Low-level employees)
ý coordinated relationship
3. BUREAUCRATIC / LINE / HIERARCHICAL ORGANIZATIONAL
STRUCTURE VI. FORMS OF ORGANIZATION
ý is the oldest & simplest form ÷ it is the Formal & Informal relationship within the organization
ý is a rule-centered structure ÷ it is almost the same as the Organizational Relationship
o it is also the same as 8centralized,9 wherein the o wherein, there is an internal & external relationship in
instructions are coming from one Top manager the organization
ý is associated with Chain of command
o the employees are not included in action plans & 2 FORMS:
decision-makings within the organization 1. Formal Bureaucracy (Formal groups)
÷ this is why it is IDEAL for organizations ý it is also referred to as the INTERNAL
that are looking for Standardization RELATIONSHIPS within the organization
> Ex: Corporate offices & ý the lines of authority are assigned by the owners of the
Government agencies organization
ý has a downward communication ý the members of this group know who they work with,
ú its structure is also pyramid-like, which is why it can also be whom they supervise, how their department relates to
a 8Hierarchical form9 other groups, & even who supervises their boss
o DIFFERENCE WITH PYRAMID ORG. ú the owners of the organization assign
STRUCTURE: the chain of command in officials/managers next to them
Bureaucratic is limited to Top Managers o their task is to implement the rules & the functions of
their institution
4. SHARED GOVERNANCE ORGANIZATIONAL STRUCTURE ú in this form of organization, the assignment &
delegation of roles is clear as to who they will report
ý is the combination of Flat & Pyramid type
to & supervise them
ý was first introduced in 1976 ú everything is bounded by a clear division of labor & a
o Intention: for it to be used in a Health care clear explicit rules & impersonality
workplace setting o which is why it is also called as <Direct &
÷ this served as an alternative to the Uninterrupted organizational relationship=
traditional Bureaucratic Organizational
structure 2. Informal groups
÷ it was developed for this type of workplace ý it is also referred to as the EXTERNAL
setting in order to top the other members RELATIONSHIPS outside the organization
of the Hospital when it comes to ý alliance that form outside the boundaries of the formal
governance (there is an inclusion of bureaucracy from the interaction & allegiance of people
representatives of per departments in the with common interest
management & decision-making) ú is the relationship built by every member of the
> Ex. of representatives/other organization, wherein they could have social contact,
members: Physicians, Nurses, affiliation, security, & to boost their self-esteem
etc. ú this form of organization is also called as <Dotted &
ú in in this type, everybody has the chance to participate in all Coordinated relationship=
the activities, in relation to management & governance o since it is not bounded by a hierarchical command,
but instead, is bounded by SOCIAL FACTORS &
LINKAGES

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VII. STRUCTURAL DESIGN OF AN ORGANIZATION 2. Situational Models

÷ Organizational Structural Design ý it promotes specific jobs needs
ý is the same as the Organizational Chart ú the managers adapt their leadership method/s to match the
ý it is the time when the roles are being identified & the skills, competence, & maturity levels of their employees
tasks are being specified ú this model suggests that there is no one management style
o after they have been identified & specified, is better than another
they will then be put into a written structure o but instead, the department heads are advised to be
÷ Written structure4 is to be more flexible & adaptive in the workplace
summarized by the organizational > Ex. 1: the higher the maturity level of
chart employees = the more minimal the
÷ there are 2 factors to be considered: supervision is to be given to them by the
A. Design Element & Factors managers
B. Design Strategies & Models > Ex. 2: the lower the maturity level of
employees = the more sets of instructions
are to be given in detail-by-detail with close
2 FACTORS THAT NEEDS TO BE TAKEN IN CONSIDERATION supervision
MAKING THE ORG. STRUCTURAL DESIGN ý TYPES OF STRATEGIES FOR THIS MODEL:
A. DESIGN ELEMENT & FACTORS o Routine strategy
1. Task to be performed ý repetitive tasks & need minimally trained
work force
ý includes the type of equipment, level of automation, nature
o Engineering strategy
of the product, or service to be produced
o it is all about the production of products & ý non-repetitive work performed by a
services, either by manpower, machineries, or professionally prepared staff
equipment o Craft strategy
ú it also includes the things to be done or will be done, ý is applied to produce best, unique products
pertaining to the services & products in the organization whereby workers are extremely skilled
2. People involved o Discover strategy
ý number of people needed & availability to perform the work ý for work that requires investigation such as
are very important in an organization the structural development
ý motivation also pays a very important factor
ú it revolves around the manpower; who performs the jobs & ORGANIZATIONAL CHART
the tasks ÷ is the formal written presentation of the structural plan of the
ú if there is an anticipated production, there should be an organization
allocation of manpower in order provide service & to ÷ is a diagram that shows not only structure of an organization,
produce the products but also the relationship, relative ranks, positions, & job titles of
3. Workplace those who are part of the team in the organization
ý includes the total space available, amount of storage room,
the visibility & accessibility of workers, supervisors & PRINCIPLES OF ORGANIZATIONAL STRUCTURE & AUTHORITY
proximity of test areas
1. Departmentalization
ú it is used to cater the deliverables (e.g. products & services)
ú it should be comfortable enough & should promote safety ý refers to the process of grouping activities into
to secure the products being produced departments
ý creation of subunits
ú Purpose: to confine specialization in one department,
B. DESIGN STRATEGIES & MODELS so that resources are used effectively & efficiently, &
÷ it will depend on the elements in order to meet the business & that all the products/outcomes are coordinated at the
organizational objectives end of the day
÷ the said elements are the ff: 2. Decentralization
o Strategy ý it is where & when the Top management delegates
o Business model decision-making responsibilities & the daily operations
o Structures to middle & lower subordinates
o People 3. Unity of Command
o Procedures ý it is getting order/command from only one supervisor
4. Scalar Principle
1. Bureaucratic Models ý it is a rule that implies that the subordinate should follow
ý all decisions be checked with headquarters before action can the chain of command
be taken o the subordinate will report to their immediate
ú it is considered to be the optimum form of organization supervisor & not directly to the higher
o 8Optimum9 = it is the most efficient way to set-up an management (or no bypass)
organization or a workplace 5. Span of Control
ú this model is based on qualification & performance ý it refers to the number of subordinates that directly
ý IMPORTANT FEATURES: report to an immediate supervisor
o Modern job description o the number of people that a supervisor can
ý each job has a formally established set of supervise as many and as effectively as
official duties possible
o Hierarchy 6. Exceptions Principle
ý based chain of command ý it is also referred to as Management by Exception
o Rules & regulation are consistently applied ý it is a way of separating the task between the staff &
o Hiring and firing management
ý are based on qualification & performance o no clash/feud between workers = no problems
in the workplace

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VIII. CONCEPTS OF AUTHORITY

÷ the empowerment by formal job classification of an individual to
make commitments and act on behalf of the organization
÷ to decide how resources, rewards, & penalties are used
÷ to ensure that designated goals & responsibilities are achieved
through the power of ACT:
o authority & responsibility should go hand in hand
o to ensure harmonious flow of organizational energy
toward completion of its task and mission
TYPES & ROLES OF AUTHORITY

1. Line authority (Direct)
ý is the type of authority that is taking the straight-line
route
ú is based on legitimate power
ú the managers are the ones who are directly responsible
for achieving organizational goals
2. Staff authority (Indirect)
ý is the type of authority the personnel office exerts
ú is primarily based on expert power
ú this is more of being a consultant to the top managers
o they have the expertise in a certain field of
practice
o they provide the managers expert help or
advice
3. Functional authority
ý is the authority that exercises control within the
boundaries of professional9s specialty
ú is a special type of authority for staff personnel, which
are designated by the staff management
ú they are empowered to control specified practices,
policies, & other matters in other departments
o Result of this type of Authority: Line
managers can be deprived of some authority

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OLFU Information Management (IM) 2021-2022

DATE: October 1, 2021
Outline IMPORTANT ELEMENTS OF IM

At the end of the session, the student must be able to learn: ÷ includes the confidentiality, correctness, accuracy, & timeliness
I. Information Management (IM) related to patient9s information & obtaining samples
A. Definition of IM Elements:
B. Other Terminologies A. Unique identifiers for patients and samples
C. Important Elements of IM B. Standardized test request forms (requisitions)
II. Communication C. Logs and worksheets
A. A Model of the Communication Process D. Checking processes to assure accuracy of data recording
B. Communication and Information Flow and transmission
C. Management Communication Strategy E. Protection against loss of data
o Elements of a Communication Plan F. Protection of patient confidentiality and privacy
D. Cycle of Communication in Processing Laboratory G. Effective reporting systems
Determination H. Effective and timely communication
III. Laboratory Test Report
A. Test Request Form & its Contents II. COMMUNICATION
B. Ideal Test Report Contents ÷ the process by which information is exchanged and understood
C. General Qualities of a Laboratory Report by two or more people, usually with the intent to motivate or
IV. Documents & Records influence behavior
A. Documents
÷ the exchange of thoughts, messages, or information using these
1. Characteristics of Documents
forms/methods:
2. Important Documents in Clinical Laboratory o Speech
i. Quality Manual
ý the actual use of words/phrases
ii. Standard Operating Procedures
(SOPs) ý is the study of meaning in language, or is
referred to as Semantics
iii. Reference Materials
÷ Semantics4 how we give meaning to
B. Records
words that we would like to express to
o Characteristics of Records
V. Storing Documents & Records the receiver
o Signals
A. Paper System for Records
B. Using an Electronic system ý can be in 2 forms: Sending of Frequencies
C. Factors on Record Retention (e.g. Radio frequencies, Internet signals) &
VI. Laboratory Information System (LIS) Sending of Signages (e.g. Printed texts,
A. 10 Components of an LIS Images, Color Codes)
B. Information provided by an LIS ý there is no need to use words in order to explain
C. Computerized LIS (Diagram) instructions
VII. Advantages & Disadvantages of Computerized o Writing
systems o Behavior
ý can be characterized by the body language
! SIDE NOTES GUIDELINES THAT MIGHT HELP ! > Ex: tone of the voice, hand gestures,
Color of side notes: Green facial expressions, simple silence
ú This is a sample info ý the art and technique of using words effectively to
o Further discussion impart information or ideas
of the info above this ý a system for sending & receiving messages that can be
÷ Discussion of ± side notes indicators employed through technology, such as:
subtopic above * their indentation may vary o mail, telephone, television, radio, or
this according to the topic it computer
supports/describes * o these means are also referred to as Carrier
of Communication, or Channels
for examples
ý the exchange or transmission of ideas, attitudes, or
beliefs between individuals or groups
I. INFORMATION MANAGEMENT (IM) ú there is always a Sender, Message body, & Receiver
÷ Information Management (IM) ú Effective communication
ý a system that incorporates all the processes needed o is the most important skill needed in clinical laboratory
for effectively managing data4 both incoming and in order for the laboratory services can be delivered
outgoing patient information effectively
ú is being applied in Clinical laboratory, in order to
maximize the availability of patient information to A. MODEL OF THE COMMUNICATION PROCESS
persons in charge 1. Encode (Sender encodes message)
> Ex: Physicians, Specialists, Consultants, etc. ý to select symbols with which to compose a message
2. Message
÷ Information
ý the tangible formulation of an idea to be sent to a
ý major product of the laboratory
receiver
ý must be managed carefully with a good system for the 3. Channel
laboratory9s documents and records (WHO)
ý the carrier of a communication
÷ Laboratory Director 4. Decode (Receiver decodes the message)
ý need to ensure that the laboratory has an effective ý to translate the symbols used in a message for the
information management system in place in order to purpose of interpreting its meaning
achieve accessibility, accuracy, timeliness, security, 5. Feedback
confidentiality, and privacy of patient information ý a response by the receiver to the sender9s
communication

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[LMGT211] 1.04 Information Management | Prof. Jonna E. Agabe Tacsay, RMT, MSMT
III. LABORATORY TEST REPORT

÷ Sample Test Request Form:
B. COMMUNICATION & INFORMATION FLOW
÷ this record should contain all the ff. information:

A. Laboratory procedure
B. Identification of the patient
C. Name of the physician
D. Date and time the specimen was collected
E. Date and time the specimen was received
F. Date, time and by whom the specimen was examined
G. Condition of any unsatisfactory specimen
H. Results and date of reporting
ú once the Centralization & Decentralization of information has IDEAL TEST REPORT CONTENTS
been improved, there is efficiency & improvement of Information ÷ Test reports
Management (IM) as well. ý should be designed as a format so that all information
that is needed by the laboratory, laboratory users, & for
C. MANAGEMENT COMMUNICATION STRATEGY any accreditation requirement, are all included
÷ a plan used by the laboratory for the dissemination of
information TEST REPORT CONTENTS AS REQUIRED BY ISO 15189:
> Ex: easy explanation of medical jargons (used in A. Identification of test
Healthcare work setting) to patients B. Identification of laboratory
C. Unique identification and location of patient, where possible, and
ELEMENTS OF A COMMUNICATION PLAN: destination of the report
1. Define objectives and purpose of the plan D. Name and address of requester
2. Use a concise message E. Date and time of collection, and time of receipt in laboratory
3. Gear communication to education level of recipient F. Date and time of release of report
4. Identify the structure and format of written communication G. Primary sample type
ý design a format and use it as a template for all written H. Results reported in SI units or units traceable to SI units, where
communications applicable
5. List recipients of laboratory communication I. Biological reference intervals, where applicable
ý identify all stakeholders who should receive J. Interpretation of results, where appropriate
communication K. Applicable comments relating to quality or adequacy of sample,
o to ensure that the message enclosed will be methodology limitations or other issues that affect interpretation
addressed to the right person L. Identification and signature of the person authorizing release of
6. Identify the method/s of communication: the report
o Written M. If relevant, notation of original and corrected results
> Ex: Memo, Newsletter, Email, Specimen
collection manual, etc. GENERAL QUALITIES OF A LABORATORY REPORT
o Verbal ÷ Laboratory Head
> Ex: Phone call, Intercom, etc. ý is responsible for ALL laboratory report
o Visual
> Ex: Banner, Poster, Video, etc. General Qualities:
A. Compactness
D. CYCLE OF COMMUNICATION IN PROCESSING B. Consistency of terminology, format and usage of
LABORATORY DETERMINATION understandability
C. Clear and easy to understand
D. Statement of date and time of collection
E. Gross description and source of specimen when pertinent
F. Sharp differentiation of reference or normal and abnormal
values
G. Sequential order of multiple results on single specimen
H. Identification of patient, patient location and physician
I. Assurance of accuracy of transcription of request
IV. DOCUMENTS & RECORDS

÷ one of the 12 essential elements of the quality system
ú this is simply the process of achieving the laboratory result at the ÷ the Management system addresses both use and maintenance
end of test process of documents and records
ú Turnaround time (TAT) ÷ Major Goal (of keeping documents and records): to find
ý is the time from the beginning (collecting & processing information whenever it is needed
sample) until the time you have finished the
examination & that the result has been out

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A. DOCUMENTS ÷ should reflect the philosophy and overall goals of the

÷ provide written information about policies, processes and organization
procedures (WHO) ÷ should be dated and approved by the laboratory director
ú are content files that have information in a structured or ÷ it contains:
unstructured format o Dress codes
ú are sets of information at hand that can be revised or changed, o Food & smoking rules
since they are created out of planning o Telephone use
o Laboratory organizations & reporting relationship
o Writing, review & authorization of procedures
o Vacation & holiday request
o Supply requisition
o Absences & late arrival notification
o Reporting & releasing of test results
o Specific statements about enforcement of safety rules
2. Standard Operating Procedures (SOPs)

ý contain written step-by-step instructions or methods
CHARACTERISTICS OF DOCUMENTS: that laboratory staff should meticulously follow & should
÷ communicate information to all persons who need it not be deviated when performing a procedure
÷ need to be updated or maintained ú can be signed by Section heads & Laboratory
÷ must be changed when a policy, process or procedure changes managers
÷ establish formats for recording and reporting information by the ý Factors to be ensured:
use of standardized forms4 once the forms are used to record o Consistency
information, they become records o Accuracy
> Ex: Quality manuals, SOP, Job aids o Quality
ý A Good SOP should be:
IMPORTANT DOCUMENTS IN CLINICAL LABORATORY: o detailed, clear, & concise
o easily understood by new personnel or
1. Quality Manual students in training
ý a document that describes the quality management o reviewed & approved by the laboratory
system of an organization (ISO 15189) o updated on a regular basis
ú it embodies the entire organization ý SOP Contents:
ú it is a top-level document o Title
ú it describes the organization9s Quality Management o Purpose
System (QMS) o Instructions
ý Purpose: o Name of Person preparing the SOP
o to clearly communicate information o Signatures of approving officials and dates of
o to serve as a framework for meeting quality approval
system requirements
o to convey managerial commitment to the 3. Reference Materials
quality system ý good source of reference materials
ý Key Points to remember: ý are needed in order to find scientific & clinical
o there is only one official version information about diseases, laboratory methods, &
o the quality manual is never finished4 it is procedures
always being improved > Ex: Books, Journals, Magazines
o it should be read, understood and accepted
by everyone B. RECORDS
it should be written in clear, easily
÷
o
the collected information produced by the laboratory in the
understood language
process of performing and reporting a laboratory test (WHO)
o the quality manual should be dated and
÷ laboratory information, either written by hand or computer-
signed by the management
printed
ú collected information produced by any department/agency
ý Manual Contents:
ú are historical files that provides proof or evidence
o quality policy of the laboratory ú TAKE NOTE: All Records are documents, BUT not all
o reference to all processes and procedures
Documents are records
table of contents (description of the lab, staff
Ex: Birth certificate, Driver9s License, Laboratory
o
>
education & training)
Accreditation certificates
CHARACTERISTICS OF RECORDS:
Policy Manual ÷ need to be easily retrieved or accessed
÷ state the laboratory and institutional policy for the guidance of ÷ contain information that if they are finalized, they are then
those working in the laboratory permanent, and does not require updating

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V. STORING DOCUMENTS & RECORDS INFORMATION PROVIDED BY LIS

A. Patient Demographics
÷ storage must be given careful consideration, as the main goal
B. Work lists
of documentation is finding the information when it is needed
C. Data Retrieval (inquiry)
÷ 2 types of Storing:
o Generate patient results
PAPER SYSTEM FOR USING AN ý flag critical values, print reports if requested
RECORDS ELECTRONIC SYSTEM o Perform delta checks
Permanence Permanence ý results of an analyte assay are compared to
Accessibility Security the most recent previously performed results
Security Traceability on the same patient
Traceability ú Delta check4 data checking from the
previous result, to the present
FACTORS ON RECORD RETENTION o Patient results can be retrieved electronically at a client
÷ length of time the laboratory will need to have access to its or via the internet with a web browser
records D. Quality Control
÷ government requirements or standards that dictate record ý an LIS can analyze quality control specimens and
retention times prepare charts and reports
÷ whether the laboratory is engaged in ongoing research requiring > Ex: Westgard rules, Levey-Jennings charts
many years of data E. Quality Assurance
÷ time interval between the laboratory9s assessments or audits ý can provide reports on turnaround time, documentation
of critical result reporting, and corrected reports
F. Management Reports
VI. LABORATORY INFORMATION SYSTEM (LIS) o cost per billable test
÷ computer network of hardware & software for receiving, o calculations
processing, and storing laboratory data & information o test volume
÷ can interface/connect with laboratory instruments to transfer o turnaround time
data into patient records, evaluate quality control data, & store o employee hours
preventive maintenance records o workload data
÷ can interface/connect with an health information system (HIS), G. Encoding Systems
pathology information system, & other information systems
COMPUTERIZED LIS (DIAGRAM)
10 COMPONENTS OF LIS
1. LIS Software User Interface
ý determines how the user (Laboratory personnel) will
interact with the system
2. Request Entry
ý requests for laboratory tests to be performed can be
entered through clients located in the nursing units or
remote primary care practitioner's office
ý it can be usually done by nurses & other staff
3. Data (results) Entry
o Electronic Data Interface (EDI)
o Manual Data Entry
o Release patient results
4. Data Storage
o Redundant Arrays of Independent Disks (RAID)
ý is a way of storing the same data in different
places, using multiple hard disks
(duplication), to protect the data in case of
drive failure or loss of data
o System backup
5. System Security VII. ADVANTAGES & DISADVANTAGES OF COMPUTERIZED
SYSTEMS
ý use of firewall, data encryption, passwords, &
biometrics ADVANTAGES DISADVANTAGES
6. Barcoding Error reduction Training
ý is employed for easy specimen collection & handling Quality control management Time to adapt to a new system
ý is a unique sign for each specimen Provision of option for data
7. Interface Cost
searching
ý deals with the information that has been connected Access to patient information Physical restrictions
from one department to other departments, in order to Generate reports Need for backup system
facilitate a common boundary/area where the Ability to tracks reports
information has been merged together Improved capacity for maintaining
8. Manual Procedures patient confidentiality
ý serves as user9s manual that covers the instructions Financial management
9. System Maintenance Integration with site outside the
10. Disaster Recovery lab

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OLFU Change Management 2021-2022

Outline customer service, & to

At the end of the session, the student must be able to learn: increase profitability
I. Defining 8Change Management9 C. Total Quality Management (TQM)
A. Typical Tools & Techniques used by a Change ý is the continuous process of
Management Practitioner detecting & eliminating the
B. 4 Types of Change errors in manufacturing
II. Targets of Change o it is to improve the
A. Human Resources customer experience
B. Functional Resources & to ensure that all
C. Technological Capabilities the employees are
D. Organizational Capabilities well-trained
III. 3 Change Management Models ý it ensures the internal
A. Kurt Lewin9s 3-step Model guidelines & process
1. Unfreeze standards, in order to reduce
2. Change (Transitioning/Moving) errors
3. Refreeze D. Enterprise applications, such as
B. Proski9s ADKAR Model Systems Application Product (SAP)
1. Current State
2. Transitioning State TYPICAL TOOLS & TECHNIQUES USED BY CHANGE
3. Future State MANAGEMENT PRACTITIONER
C. Kotter9s 8-step Model of Change ÷ Downey: describes common tools & techniques that a change
1. Create/Highlight Urgency management practitioner might use during a change initiative,
2. Form a Powerful coalition (Build the Team) includes:
3. Create a Vision for Change A. Questioning skills
4. Communicate/Share the Vision ý to gather information about the 8as is9 & 8to
5. Empower Action (Encourage to Act) be9 status of the business process
6. Create Quick Wins o 8As is94 the good practices that
7. Build on the Change (Track the Progress) will be sustained in the
8. Make it Stick (Strengthen the Change) organization
o 8To be94 the things to be added or
! SIDE NOTES GUIDELINES THAT MIGHT HELP ! changed in the future
Color of side notes: Green B. Process Mapping
ú This is a sample info ý for BOTH 8as is9 & 8to be9 processes
o Further discussion ý is the implementation itself
of the info above this C. Gap analysis
÷ Discussion of ± side notes indicators ý bridging the gap between the 8as is9
subtopic above * their indentation may vary processes & the 8to be9 processes
this according to the topic it D. Business Case management
supports/describes * E. Project Management
for examples F. Problem solving
G. Negotiation skills
I. DEFINING 8CHANGE MANAGEMENT9 4 TYPES OF CHANGE
÷ Change Management 1. Operational changes
ý <Change is inevitable & pervasive= 2. Strategic changes
ú is the method & manner in which an organization 3. Cultural changes
describes & implement the change within its internal & 4. Political changes
external processes
ú since it is part of a system for all approaches, it is a 1. OPERATIONAL CHANGES
collective term that refers to the preparation, supporting ý can influence the way dynamic business tasks are led,
& helping of not only the individuals, but also the whole including the computerization of a particular business
organization in making the organizational change occur segment
ý is a series of tools, techniques, & processes aimed at ý pertains in addressing what are the weak points that hinders
successfully effecting change a successful operation, and the strengths that empower the
o these tools & techniques can be implemented good practices being done that will strengthen the overall
in a variety of contexts, but often they support operation
the application of other initiatives such as: o Step 1: identify the weak points
A. Six Sigma
o Step 2: address them
ý it is a disciplined data-driven o Step 3: empower & strengthen the good practices
approach & methodology for ÷ this needs to be amplified in order to
eliminating defects in any improve the overall operation
process ú are changes/modifications that is within the scope of services
ý it is a measure of quality that ú is all about the services on how we operate the entire
strives for near perfection organization
B. Customer Relationship > Ex: (In Laboratories) Use of manual calibration of
Management (CRM) equipment ³ Use of automated calibration of
ý is used to manage interactions equipment = to be more effective & efficient in saving
with customers time, money, & other resources
ý Goal: to build customer
relationship in order to
increase the sales, improve

lOMoARcPSD|18156789
[LMGT211] 1.04 Change Management | Prof. Jonna E. Agabe Tacsay, RMT, MSMT
2. STRATEGIC CHANGES > Training of employees that will use the equipment &
ý occur when the business direction, in relation to its vision, workplace
mission, & philosophy, is altered
ý may be either Long-term or Short-term D. ORGANIZATIONAL CAPABILITIES
ú is the movement of a company away from its present state, to ÷ are determined by the overall professional & personal attributes
increase its competitive advantage/s in the near future, of the members of the organization
o in order to prepare the means on how to maintain ÷ some these capabilities include the ff:
the co-alignment with the shifting in competitive 1. Talent
technological capacities & social environment ý when an employee develops existing
÷ Shifting4 abrupt or sudden change, in skills/talents
terms of internal or external factors ý removal of employees with poor performance
> Ex: Updating the mission & vision of the business ý keeping of employees with best talents, to
whenever the company grows or reaches its goals, build strong alliances & partnerships
Introduction of new technology & trainings for new 2. Speed
sets of skills ý to see the rapidness of an organization in
recognizing opportunities & act quickly on
3. CULTURAL CHANGES them
3. Shared mind-set & coherent brand identity
ý can influence the internal organizational culture
ý to ensure the consistent image of the
ý it promotes the reconstruction of cultural concept within the
organization
organization or society
ú it also promotes the repositioning of culture as to what is ý to ensure the positive experiences of the
acceptable or not, as well as the redirection of standard norms customers & employees
4. Accountability
o Purpose: to increase the individual capacities to
adapt in organizational changes, rather than being ý to obtain & maintain high performance from
skeptical about the change and reject its process employees, to meet their goals & to avoid
÷ Skeptical4 moments when the people failure
aren9t easily convinced (having doubts) by 5. Collaboration
the proposed change ý is the sharing of ideas & talents across
> Ex: Removal of stereotyping of LGBTQIA+ boundaries, in order to pull services &
Community in workplace technologies that makes the operation more
efficient
4. POLITICAL CHANGES 6. Learning
ý the time when we generate new ideas
ý (in human resources) occur primarily due to political reasons through:
of varying types I. Benchmarking
ú it refers to the organizational stand-point of the workplace
ý looking & mimicking what the
o wherein, the manager does not use force or bullying
other companies are doing &
in order to engage the participation of stakeholders
their best practices
(e.g. employees, other members of organization), &
II. Experimentation
accept the change
III. Competence acquisition
ú can be employed when there is an appointment of new
ý hiring & developing of people
manager or leader
with new skills & ideas
> Ex: Changes in Organizational hierarchy
IV. Continuous improvement
(Organizational chart)
7. Leadership
ý effective leaders generally have a clear
II. TARGETS OF CHANGE leadership brand:
÷ If the idea of changes have been embraced or accepted & o What they are supposed to know
adapted, targets of change will be aimed at the ff. areas: (scope of their job)
A. Human resources o What they are supposed to be (their
B. Functional resources role/s)
C. Technological capabilities o What they have to do
D. Organizational capabilities 8. Customer connectivity
ý the ability to connect with targeted customers
A. HUMAN RESOURCES (HR) is always a strength of the company
÷ some examples of possible changes within the Human ý building trust & rapport with the client or
resources: patient
> Hiring/Recruitment of new manpower o Customer service surveys (feedback
> Resigning forms)
> Termination of employees o Follow-ups
> Retiring employees 9. Strategic unity
ý is created at three levels:
B. FUNCTIONAL RESOURCES
I. Intellectual level
÷ it refers to other departments aside from the HR
ý making sure that employees
÷ some examples of Functional resources:
from top to bottom, knows
> Finance
what the strategy is & why it is
> Procurement offices
important
> Supply offices
II. Behavioral level
> Manufacturing & Production
ý is the time spent of employee
C. TECHNOLOGICAL CAPABILITIES to support the strategy
÷ the change is targeted if there are new technologies III. Procedural level
employed & industrialization of organization ý continuously invest in
÷ some examples of this target are the ff: procedures that are essential
> Engineering aspects (e.g. design & structure of to company strategies
workplace)
> Equipment

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III. 3 CHANGE MANAGEMENT MODELS B. PROSKI9S ADKAR MODEL

A. Kurt Lewin9s 3-step <Unfreeze-Change-Refreeze= Model ÷ this believes that the change occurs as a process & not as an
B. Proski9s ADKAR Model event
C. Kotter9s 8-step Model of Change o due to this, this change model facilitates an
individual change (specific to one person only)
A. KURT LEWIN9S 3-STEP <UNFREEZE-CHANGE-REFREEZE= RATHER THAN working as a group
MODEL ÷ this model has also adopted the 3 distinct processes of change
÷ proposed by the universally recognized founder of Social theory of Kurt Lewin & William Bridges9
psychology, Kurt Lewin, in the 19509s ÷ for this model, instead of unfreeze, change, & refreeze, there
÷ highly relevant today & often used as the basis for many is a different version of these 3 steps, which are:
change management strategies 1. Current state
o this model provides a high level approach to ý addresses the elements: Awareness &
improvement Desire
÷ this model is caters to the changes of groups or teams o to move out of the current state,
ú he compared Behavior with 8Ice,9 where he based his three the individual needs awareness for
stages the need of the change, & the
1. Unfreezing desire to participate & support the
ý Goal: to unfreeze the existing (old) change
behaviors, in order to create an awareness 2. Transition state
on how the status quo is hindering the ý addresses the elements: Knowledge &
organization in some way Ability
o the old behaviors, processes, o to successfully move through the
attitude, & organizational structure transition state, it requires
are all carefully examined in order to knowledge on how to change, &
show the employees how the ability to implement the
necessary a change is for the required skills & behavior
organization 3. Future state
ý Communication is always important in this ý addresses the elements: Ability &
step Reinforcement
o so that employees can become o this state is influenced by the
informed about the change, the ability in order to address
logic behind the change, and reinforcement (either positive or
benefits of the change to each negative), to sustain the change
employee ÷ ADKAR stands for:
o Awareness of the business reasons for change
2. Changing (Transitioning / Moving) o Desire to engage & participate in the change
ý in Lewin9s correlation of behavior to ice, this o Knowledge about how to change
step is now known as the 8melted ice9 (water) o Ability to implement change
ý is the step that is marked with o Reinforcement to ensure change sticks
implementation of change
C. KOTTER9S 8-STEP MODEL OF CHANGE
ý this is when the change becomes real & is
÷ introduced by Harvard Business School9s John Kotter
the best time for the creation of new behavior
÷ it focuses on efficient & effective change management in a
& culture that will support the change
competitive world
3. Refreezing ÷ it was developed in order to improve an organization9s ability
to change & increase its chances of success
ý Goal: to ensure that people do not revert
back to their old ways of thinking, prior to the ÷ this model caters the changes of the entire organization
implementation of change ÷ this model will help the organizations to succeed & implement
ý is the step wherein you have already molded the change
the water into the desired shape ÷ this model follows a hierarchy, or the 8-step model of change,
ý is employed in order for the organization to wherein:
stick to the changes & for them to be o First 3 steps: are about creating the right climate for
sustained change
1. Create urgency
ý it symbolizes the act of reinforcing,
2. Form a powerful coalition
stabilizing, & solidifying the new state of
3. Create a vision for change
behavior & culture after the change
o Steps 4-6: they link the change to the organization;
o this is now the accepted new norm
engaging & enabling the organization
or status quo
4. Communicate the vision
5. Empower action
6. Create quick wins
o Steps 7-8: are aimed at the implementation &
consolidation of the change
7. Build on the change
8. Make it stick

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SUMMARY OF 8-STEP MODEL:

KOTTER9S 8-STEP MODEL OF CHANGE
Find the reasons why change
is necessary
Highlight o these reasons must be
1
urgency easy for the employees
to understand & to
remember
Create the right Create the team that will
climate for implement the change
Build the
change 2 o assign the
team
responsibilities of each
team member
Establish how things should &
Define the will be in the future
3
new vision o you need to work with
new philosophies
Inform the people the vision of
the organization & what9s it up
Share the to
4
vision o you have to highlight
why things should be in
this new way
Link the Give good reasons to change
change to the o you have to make the
Encourage to
organization 5 employees understand
act
these reasons in order
for them to cooperate
Establish achievable goals
Create quick o in order for the
6
wins employees to feel
motivated
Monitor, measure, & evaluate
Track the the change
7
progress o to ensure whether the
Implementation change is aligned or not
& consolidation Integrate the change into the
for change company9s culture
Strengthen
8 o in order for the change
the change
to be sustainable & for it
to last longer

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OLFU Management of Work Group 2021-2022

Outline o Wage & Salary

At the end of the session, the student must be able to learn: Administration
I. Overview of Human Resource Management o Grievance system
A. Personnel Management o Medical & Dental services
B. Personnel Program o Labor management relation
C. Personnel Policy o Morale studies
D. Sources of Labor 4. Employee Research & Standards
II. Theories of Motivation 7 It covers the ff:
A. Herzberg9 Motivation-Hygiene Theory o Job analysis
B. Maslow9s Theory o Job description
C. McGregors9s Theory o Job evaluation
D. McClelland9s Achievement Model o Job grading wage analysis *
E. Aldefer9s ERG Theory o Organization planning
F. Vroom9s Expectancy Theory o Employee manuals
G. Adam9s Equity Theory 5. Employee Services
H. Skinner9s Reinforcement Theory 7 It includes the ff:
III. Leadership o Recreational plans
A. Organizational Factors that influence Leadership o Insurance plans
success o Profit-sharing plans
B. Leadership Models o Miscellaneous services
C. Principles of Leadership
÷ Personnel Policy
I. OVERVIEW OF HUMAN RESOURCE MANAGEMENT ý is the statement of intention that commits the laboratory
÷ Personnel Management (Personnel Administration) manager to a general course of action in order to
ý is the phase of management concerned with the accomplish a specific purpose
engagement & effective utilization of manpower to o Policy4 in any institution, follows ONE
obtain optimum efficiency of human resources UNIDIRECTIONAL definition: to guide
o it covers the areas of the ff: decisions & to achieve rational outcomes
1. Recruitment (main reason why policies are implemented
2. Selection as 8Procedures9 or 8Protocols9)
3. Placement of employees ÷ Policies are to be followed since
4. Employees9 development in the the overall management cannot
organization deal with each employee as
5. Maintenance of Manpower individuals / cannot deal with them
6. Utilization of the Human resources one-by-one
of an organization ý there are 10 areas normally considered by personnel
policies:
÷ Personnel Program 1. Recruitment, Selection, & Planning
ý is consisting of series of activities intended to carry out 2. Employee induction & Training
the personnel policies of the laboratory 3. Employee rating & Promotion
ý PURPOSE: to carry out these policies in the laboratory 4. Transfer, Downgrading, & Lay-off
to realize/materialize the objectives of the organization 5. Disciplining & Discharge
ý a Good personnel program covers the ff. activities of 6. Salary & Wage administration
Personnel Management: 7. Changes in Work assignment & hours
1. Employment 8. Services for employees
7 the activities being covered are: 9. Employees9 health & Safety
o Recruitment 10. Employees9 participation & Work problems
o Interviewing ú these areas covered in Personnel Policy are also the
o Conduction of testing to SAME SETS OF RESPONSIBILITIES that are being
employees applied by the Laboratory managers in terms of
o Induction of newly-hired procuring & securing manpower over time
employees
o Placement of employees to SOURCES OF LABOR
the different departments ÷ these sources of labor does not only pertain to laboratory
(e.g. transfer due to department alone; this can also be applicable to other
promotion, replacement of departments
worker)
o Merit 2 Types of Sources of Labor:
o Training A. Internal sources
o Counseling 7 are the employees actively working in the laboratory
o Separation of employees 7 applies when vacancy exists, employees within the
2. Safety organization are transferred from one department to
7 it covers the ff: another, &/or promoted
o Provision of the safety ú the use of these sources may encourage employee
standard development & improve their morale
o Mechanical safeguards B. External sources
o Accident investigation 7 include person who apply in person, who answer
o Safety rules advertisement, & who are recommended by schools,
o Safety records & statistics hospitals, laboratories, & other institutions
3. Employee Relations ú include employees who have been procured from
7 are matters related to the ff: outside the organization, or the people who have
o Collective bargaining literally applied for the job vacancy

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[LMGT211] 1.06 Human Resource & Motivational Theories | Prof. Jonna E. Agabe Tacsay, RMT, MSMT
ú the use of these sources could challenge present 2. MASLOW9S THEORY

employees to improve their qualifications, in order to be ý Dr. Abraham M. Maslow postulated 5 basic needs which are
qualified for higher positions if they want to be promoted organized into successive levels; unfulfilled needs drive a
person to work
II. THEORIES OF MOTIVATION o the hierarchy of needs are being addressed or
÷ Motivation achieved from the bottom up to the top
7 is a general term applying to drives, desires, needs (chronological order), in a pyramid shape
and wishes of an individual in order to perform ÷ which means, one cannot move to another
ú generates 8driving factors,9 in order to satisfy the desires, phase, for as long as there are needs at
needs, & wishes by performing actions, willingness, & set of the bottom that aren9t resolved or
goals addressed first
ý this theory is useful for BOTH personal development &
÷ Theories of Motivation workplace growth
7 are the foundation & guiding principles that are geared ý this theory assumes that all people experience these 5 needs
towards how we can meet & satisfy all the desires, in the same order
needs, & wishes that we want achieve ý he categorized these needs into 2:
7 are not influenced by Management, but rather A. Lower needs
through Motivation, out of our own drive & initiative o Physiological needs
o Safety needs
Motivational Theories: o Love / Social needs
1. Herzberg9 Motivation-Hygiene Theory B. Higher needs
2. Maslow9s Theory o Esteem needs
3. McGregors9s Theory o Self-actualization needs
4. McClelland9s Achievement Model ú another way to categorize these needs are according to:
5. Aldefer9s ERG Theory A. Growth needs
6. Vroom9s Expectancy Theory o Self-actualization needs
7. Adam9s Equity Theory B. Deficiency needs
8. Skinner9s Reinforcement Theory o Physiological needs
Safety needs
HERZBERG9 MOTIVATION-HYGIENE THEORY
o
1.
o Love / Social needs
ý was developed by Frederick Herzberg, who was a
o Esteem needs
Psychologist & the pioneer in Motivation theory
ý developed this theory by interviewing a group of employees, ú according to him, if you fail to meet the Deficiency needs, you
to find out what makes the employees satisfied or dissatisfied experience harmful / unpleasant results
on their job > Ex: Illness, Starvation, Loneliness, Self-doubt
ú during this interview, he asked them 2 sets of essential ú In contrast, Self-actualization needs can make you happier &
questions: feel complete, BUT you will not be harmed if these needs
A. Think of the time when you felt especially good about will not be fulfilled
your job, & why did you feel that way?
B. Think of the time when you felt especially bad about
your job, & why did you feel that way? MASLOW9S HIERARCHY OF NEEDS
7 through these questions, he was discovered that there are 2 A. Physiological needs
dimensions / areas to achieve job satisfaction: 7 tangible needs
A. Extrinsic factors (Hygiene factors) 7 the most basic human survival needs, which are the ff:
7 are the factors that CANNOT MOTIVATE > Food
employees, but can minimize the > Water
dissatisfaction of an employee IF handled > Sufficient Rest
properly > Clothing
ú these are issues related to employees9 > Shelter
environment > Overall Health
> Ex: Company policies, Supervision, > Reproduction
Salary, Interpersonal relations, Working B. Safety needs
conditions 7 it includes the ff:
B. Intrinsic factors (Motivational factors) > Protection from Violence & Theft
7 are the factors that create satisfaction, by > Emotional stability & Well-being
fulfilling the individuals9 needs & personal > Health security
growth > Financial security
> Ex: Achievement, Recognition, Work C. Love needs (Social needs)
itself, Responsibility, Advancement 7 it relates to human interaction
ú These 2 factors are INSEPARABLE, which means 7 is the last stage for the 8Lower needs,9 together with the
that these two are interrelated & interconnected to Physiological & Safety needs
each other 7 it includes the ff:
> Family bond
EXTRINSIC FACTORS INTRINSIC FACTORS > Friendship bond
(HYGIENE FACTORS) (MOTIVATION FACTORS) > Physical & Emotional intimacy
Achievement completing o Sexual relationship
A. Pay / salary increases A.
important task successfully o Intimate emotional bonds
Technical supervision or Recognition (being single > Membership in Social groups
B. B.
having competent superior out or praised) o Belonging to a Team of co-workers
Responsibility for one9s D. Esteem needs
C. Human relations C.
own or other9s work 7 the Higher needs or 8Ego-driven9 needs begin at this
Organization policy & Advancement (changing stage
D. D.
administration status through promotion) 7 PRIMARY ELEMENTS:
Working condition or o Self-respect
E.
physical surrounding 7 pertains to the belief that you are
F. Job security valuable & deserving of dignity

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ú is more on <pag-papahalaga sa 4. MCCLELLAND9S ACHIEVEMENT MODEL

iyong sarili= ý this ties the strength of behavioral motives to the individual9s
o Self-esteem assessment of the likelihood of achieving a specific goal
7 refers to the confidence in your ú this theory states that every person has 1 of 3 main or
potential, personal growth, & dominant driving motivators
accomplishment ý this theory needs the ff. work-related needs or the 3
ú pertains to the trust that you put in motivators:
yourself A. Achievement needs
E. Self-actualization needs 7 job & career success
7 higher level intangible needs ú if this is the dominant needs: you are the type of
7 describes the fulfillment of your full potential as a person who is a risk-taker, likes to receive
person feedback on your achievements, & likes to work
7 it includes the ff: alone
> Education B. Power needs
> Skill development 7 control & influence
7 refers to the refining of talents in ú if this is the dominant needs: you are the type of
areas such as in Music, Athletics, person who likes to win arguments, enjoys
Design, Cooking, Gardening, etc. competitions & status recognition
> Caring for others C. Affiliation needs
> Broader goals 7 warm, friendly relationships
o Ex: learning a new language, ú if this is the dominant needs: you are the type of
travelling to new places, winning person that wants to belong to the group or be
awards liked by other people, favors collaboration over
competition, & doesn9t like high-risks or
uncertainties
7 these motivators are not inherent, which means that humans
are not born with these driving motivators; we develop & learn
them over time through Culture, Education, & Life
experiences
5. ALDERFER9S ERG THEORY

ý was proposed by Clayton Alderfer
ý this theory was also influenced by Abraham Maslow9s
Hierarchy of needs, by categorizing the hierarchy of needs
into 3 (ERG):
A. E: xistence needs
7 physiological needs
7 concerned with providing the basic material
3. MCGREGOR9S THEORY (THEORIES X & Y / CONTRASTING existence requirements of human
THEORIES) 7 Counterpart in Maslow9s Hierarchy of
needs:
ý was proposed by Douglas McGregor o Physiological need
ú this theory was influenced by Abraham Maslow9s Hierarchy of o Safety need
needs B. R: elatedness needs
ý these theories were based on the 2 Different Views of 7 interpersonal relationship, acceptance &
managers on their employees; wherein a manager9s attitude belonging
has an impact on their employees9 motivation 7 concerned with the desire for maintaining
A. Theory X (Authoritarian Theory) important interpersonal relationships
7 explains the importance of heightened 7 Counterpart in Maslow9s Hierarchy of
supervision, external rewards & penalties needs:
7 managers become Micromanagers o Love need (Social need)
B. Theory Y (Participative Theory) o Extrinsic component of Self-
7 highlights the motivating role of job esteem (from Esteem need)
satisfaction & encouragement of workers ÷ Extrinsic component4
to approach task without direct pertains to how you bring /
supervision adjust yourself to your
7 employees become more independent & environment & how you
relate yourself to other
more confident
people
C. G: rowth needs
THEORY X THEORY Y 7 creativity, challenge & personal growth on the
÷ People don9t have to be job
÷ People hate to work; that
they need to be drive
forced or threatened to 7 concerned with the desire for personal growth
work 7 Counterpart in Maslow9s Hierarchy of
÷ Threatened or punished to needs:
÷ Work is considered as
achieve organizational o Self-actualization need
natural as rest or play
goals o Intrinsic component of Self-
÷ They will commit esteem (from Esteem need)
÷ They lack ambition & only ÷ Intrinsic component4
themselves to the external
want security pertains to your
organization
÷ People want responsibility relationship with yourself &
how you develop yourself
(in terms of skills,
knowledge) to become
proficient

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ú this ERG theory is based on the concept of Progression & ý COMPONENTS:

Regression Theory A. Law of Effect
o Progression & Regression Theory4 when the 7 was proposed by Edward Lee (E.L.)
needs in the low category are satisfied, an Thorndike
individual will invest MORE effort in the higher 7 according to this principle, a POSITIVE
category of needs BEHAVIOR that is followed by PLEASANT
CONSEQUENCES is likely to be repeated
6. VROOM9S EXPECTANCY THEORY o and that, a NEGATIVE BEHAVIOR
ý this theory was proposed & postulated by Victor Vroom that is followed by UNPLEASANT
ý his theory states that individuals9 source of motivation is CONSEQUENCES is less likely to be
summarized through 3 things: repeated
I. They value reward that is associated with an B. Stimulus
action 7 are events that leads / initiates responses
II. They trust that they will receive the reward if they 7 pertains to our behavior
do a good job C. Response
III. They believe that they have the ability to achieve 7 is the behavior that was resulted from the
their objectives by working hard on them stimulus
ý this theory holds that: <Effort will bring rewards= 7 pertains to the consequences, that may be
o this theory is all about 8rewards9 either be pleasant or unpleasant
D. Reinforcement
ý according to him, individuals9 motivation is affected by
7 is the consequence of action or response from
different variables that influence their selection in decision-
the environment that will increase the
making; these variables are the ff:
A. Expectancy probability of a behavior being repeated
E. Behavior motivation
7 is associated to the belief that efforts bring
7 is the application of practice of reinforcement
performance & performance leads to
o this is to see whether responses
rewards
B. Outcome should be accepted or not, in terms of
punishment or penalties that can
7 is associated to the actual realization or
decrease the likelihood of unpleasant
when the rewards are materialized
behaviors from repeating
o the rewards are already to be
received by the employee
C. Instrumentality III. LEADERSHIP
7 is associated to how much they believe ÷ Leadership
that they have the ability to generate good 7 refers to the way the people in the organization makes
results, that will lead to a reward all the decisions, regarding the financing, budgeting,
o that is, by working hard sales, marketing, & human resources
7 it covers the know-how or knowledge & ú an organization with strong leadership has a clear
skills in order to execute the specific task vision for the future
D. Valance o also has employees that are highly motivated
7 is associated to the value placed on the by the given tools (trainings, encouragement)
available reward & they understand & exceed management
o how big or small the reward is expectations
E. Choices ÷ in order to ensure this, Managers
7 is associated to the individual9s must make it a point that they have a
perspective wherein it leads to conscious constant communication with their
choices employees
o Conscious choices4 is
influenced by the existing / ÷ Organizational Culture
present alternatives; if any of 7 is comprised of behaviors, values, & shared beliefs that
these factors are lacking, this are established by the leaders, & must be reinforced to
can eventually lead to lack of the subordinates
motivation o the behavior of employees is evident through
observation
7. ADAMS9 EQUITY THEORY 7 factors such as work areas, tools that employees need
ý was pioneered by John Stacey Adams to perform their job functions & tasks and
ý this theory focuses on determining whether the distribution of responsibilities that supervisors assign to employees
resources is fair, by considering 2 perspectives: affect employee behavior
o The employees9 inputs VS The employees9 outputs ú defines the proper way to behave in the organization
÷ Employees9 inputs4 their performance,
hard work, skills, enthusiasm A. ORGANIZATIONAL FACTORS THAT INFLUENCE
÷ Employees9 outputs4 rewards, LEADERSHIP SUCCESS:
compensation, benefits, intangibles (e.g.
recommendations, praises) INTERNAL FACTORS EXTERNAL FACTORS
ý this theory holds that they perceived in their work situation, Leadership Customers / Client
especially compared with people in similar positions Employees Economy
o KEY CONCEPTS: Comparison & Perception
B. 4 TYPES OF LEADERSHIP MODELS
8. SKINNER9S REINFORCEMENT THEORY A. Exploitative & Authoritative
ý was introduced Burrhus Frederic Skinner 7 views the workers as tools & means of production
ý this theory was built on the assumption that behavior is without no further obligation to them
influenced by consequences B. Benevolent & Authoritative
o this theory is based on the observation that we tend 7 a know-how feeling for the best for the employees &
to behave to the way we are treated need only inform & direct their actions without
seeking any feedback

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ú setting what is best or not for the employees, without

any care for their feelings nor feedback
C. Consultative
7 though the opinions & advice of the staff are useful,
the decisions remain exclusively to the manager
D. Participative
7 the input & responsibility for decision-making
process are laced directly on the staff with only
general guidance & oversight from the management
7 this involves the <Team Approach=
ú this is most applicable & ideal one among all four
models
C. PRINCIPLES OF LEADERSHIP
÷ When it comes to the use of principles, there is a mixture of these
four principles depending on which is applicable & more effective
in a certain workplace & a certain situation
4 Principles of Leadership:
A. Employee-Oriented
7 Managers have strong ties with their employees,
rather than in production
o Managers give importance to their
relationship with their employees, & the
production is just secondary
B. Product-Oriented
7 it has an emphasis to the high productivity at the
expense of all other factors
o no matter what happens, the outcome or
output is the top priority
C. Structure Style
7 it is where the Managers directs the staff towards
getting the work done:
o paying attention to the assigning of tasks
o specifying what is expected of the
subordinates
o uniformity of the procedures to be followed
o personally deciding what & how the work
will be done
ú the manager has more options on how to get the
work done by specifying & delegating specific tasks
to the employees in order to achieve their common
goal
D. Consideration Style
7 this is shown by the manager9s effort to explain their
action:
o to treat workers equally
o listen to their subordinates9 concerns
o look out for their welfare
o give out advance notice of changes
o being friendly & approachable in general
7 most ideal & beneficial for employees

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OLFU Management of Work Group 2021-2022

Outline II. BENEFITS OF GROUP WORK

At the end of the session, the student must be able to learn: ÷ Build essential skills
I. Overview of Team Management A. Communication
A. Management of Work Group 7 a good quality communication will always pave
B. Group the way for a better understanding & a
C. Work Team harmonious relationship within the group
D. Managing Groups B. Conflict management
E. Characteristics of a Well-functioning, Effective 7 employing rational thinking, wherein thoughts
Group are way above the emotions in order to not
II. Benefits of Group Work influence the weighing in & out of situations
III. Factors Influencing Group working ú is usually done when there is a clash within the
A. Group Composition team/s in the organization
B. Group Cohesiveness C. Problem solving
C. Group Communications 7 addressing of operational problems (work-
D. Group Organization related & external problems) as tasks are being
IV. Group Development done
V. Group Behavior o in these types of problems, the
VI. People-related Problems VS Process-related processes must be recalled in order to
Problems know what or where things went wrong
÷ this is in order to employ
I. OVERVIEW OF TEAM MANAGEMENT
temporary solutions, that can
÷ Management of Work Group (Team Management) be eventually replaced with
7 the ability of an organization to administer or permanent solutions
coordinate a group of individuals to perform a task D. Project management
7 involves teamwork, communication, objective setting, 7 the anticipation of expected outcome / output is
& performance appraisals; aiming for the same goal necessary, as well as the amount of time that will
o Proper Communication 3 is the key to determine the completion of the project
effective & efficient management of work > Ex: Routine processes & tests done
group inside the Laboratory
÷ Group ÷ Can finish the task within the allotted time, or earlier
ý it is a bond or relationship among two or more people 7 so that there will be an extra time to check the quality
with common interest, objectives, & continuing of the output versus the performance itself versus the
interaction laid time
ú but doesn9t necessarily mean that they would like to o in order for the manager & employees to know
achieve a common goal the area that they need to adjust, to improve
÷ Work Team their output & performance
ý a group of people with complementary skills who are ú it must be a two-way street process, or is
committed to achieving a common mission, referred to as the 8Check & Balance,9 in
performance goals, & approach for which they hold order to assess & re-assess everything,
themselves mutually accountable
III. FACTORS INFLUENCING GROUP WORKING
MANAGING GROUPS
÷ Group Composition
÷ Group interaction is a key determinant of group performance 7 group composed of members who share the same
o this should cover the type & quality of communication, motivation can be problematic
behavior, sense of commitment, & structure of the ú it is ideal that a work group has a balance of all types
organizational culture that may make or break the of people involved who are harmoniously working
overall performance together
÷ Flexibility in group composition is limited A. Task-oriented
o managers must do the best they can with available 7 people who wants to do their own
people thing
ú they are the type of people who want
CHARACTERISTICS OF A WELL-FUNCTIONING, EFFECTIVE to finish their task at a given / set
GROUP deadline
A. Relaxed, Comfortable, Informal atmosphere B. Self-oriented
7 the members are not restricted to move & act the way 7 people who wants to be the boss
they want to C. Interaction-oriented
B. Tasks are well understood & accepted 7 too much chatting, but there9s not
7 the boundaries should be clear among the group & enough work
that they know their role/s as a member 7 are very important, as they can
C. Members listen well & participate detect & diffuse tensions that may
7 the members should be able to follow the instructions arise
& actively participate & coordinate in realizing the 7 Effective group: has a balance of all types
desired outcomes o this can be difficult to achieve, Software
D. People express feelings & ideas engineers are often task-oriented
7 members9 opinions & suggestions should not be ÷ Group Cohesiveness
invalidated, instead, they should be weighed properly
÷ Group Communications
& in order for them to know their importance in the
÷ Group Organization
group; to make them more motivated & committed

lOMoARcPSD|18156789
[LMGT211] 2.02 Management of Work Group | Prof. Jonna E. Agabe Tacsay, RMT, MSMT
IV. GROUP DEVELOPMENT about a member of staff, or people

they have worked with
÷ It undergoes different levels of phases in completing a task, until
7 this may be given by Managers,
such time that the work group has already developed & achieved
Peers, Direct reports, &
repeatable, sustainable, & well-organized work patterns
Subordinates
÷ It comes across Tuckman9s Model for nurturing a team to high
performance
o this was developed & coined by Bruce Tuckman, a V. GROUP BEHAVIOR
psychologist ÷ Encouraging others towards the group goals
o according to him, if a person wants a group to perform 7 Achieve team spirit = one of the best ways to
a high performance, there is a process that needs to be encourage others toward the same goal
known & followed: o Team spirit 3 is an atmosphere in which an
individual works as part of a team by giving
Processes:
them team exercises
1. Forming
÷ Enable effective internal communications
7 when the group begins to discuss the task/s & orientate
7 this enables employees to be kept <in the loop= about
towards a work plan
the information going around in the company / company
7 it is important to establish clear objectives, create a
news
team charter, & help the members to set their personal
> Instances wherein employees need to be
goals
<in the loop=: Policy changes, How Business
o Team charter
is going, Modifications, & Changes in work
7 is a document that is created for the
culture
whole team, to provide direction
÷ Maintaining group discipline & ethics
while establishing work boundaries
7 Areas that cover the discipline are the ff:
7 it is a <road map= defined at the
o Attendance
beginning of the project in order to
o Deadlines
ensure that everyone is aware of the
o Dress code
direction where the team is heading
Personal time used in the office (e.g. Use of
7
o
it is being developed once the clear
social media, Ordering and/or Selling in the
group objectives has been set
office)
7 time when the task has been introduced to everyone
o Personal use of company assets
ú for this part of the process, individuals are still unsure
o Company processes & procedures
of the team9s purpose, how they fit in, & whether they
o Harassment (e.g. in texts / emails)
will work well with one another
o Substance abuse
ú this process may take some time since the members
o Gossiping
are still getting to know one another
2. Storming 7 Steps / stages in maintaining group discipline:
A. Defining the discipline that the manager wants
7 conflicts & tensions emerge when there are different
to impose is the first step in maintaining group
working styles, differing expectations & different work
discipline
ethics
B. Have a talk with your co-managers how they
7 this is the process where people are pushed against the
handle group discipline
established boundaries, creating a conflict between
C. Write a list of problems you are experiencing
team members
with disciplining the team
ú stage wherein a member may challenge or question the
D. Managers need to prepare the teams9
team leader
guidelines
ú stage when challenges, arguments, & conflicts arise
E. Communicate your guidelines & expectations
due to the difference in executions of task/s, but will all
with your subordinates
be eventually resolved
3. Norming F. Reiterate to the employees the possible
consequences if they show a lack
7 beginning to develop mutual trust & effective ways of
professionalism in the office (e.g. giving verbal
working
warnings ³ written memo / warnings /
7 begins when the conflicts from storming are resolved
ú team members begin to feel more comfortable in asking offenses)
for help & offering constructed feedback to others ÷ Harmonizing
o through this, they will be able to build a 7 reducing tension & building team spirit
stronger commitment & bond, that will lead to ÷ Problem-solving
progression 7 listening to others & communicating well
4. Performing
7 when effective work patterns are producing the VI. PEOPLE-RELATED PROBLEMS VS PROCESS-RELATED
required results PROBLEMS
7 stage wherein the team is moving & working as one ÷ People-related problems
ú occurs when the people are working harmoniously & 7 problems that are caused by the people involved in the
cooperatively, it will lead to building a more effective organization
working pattern ÷ Process-related problems
5. Adjourning (Mourning) 7 problems that are work-related or operational-related
7 this stage marks the end of the teams9 journey 7 they may also be caused by the Manager / Team leader
7 is reached when a project comes to an end, teams are
disbanded or the individuals have been deployed PROCESS-RELATED
PEOPLE-RELATED PROBLEMS
ú people who have developed a close relationship among PROBLEMS
their colleagues may find this time very difficult Members who dominate No agreed ground rules
ú in this stage, a team manager can also ask the group Members who don9t contribute No agendas for meetings
for a 360-degree feedback, in order to reflect, learn, & Talking & not listening No specific roles / tasks
to know how to manage teams better in the future Ideas are dismissed / ridiculed No set deadlines
o 360-degree feedback (multi-rater No one is initiating discussion No chairperson for meetings
feedback) Members are isolated / ignored Meetings start &/or run late
7 is a system wherein anonymous Lack of leadership No meeting records are kept
feedbacks are being gathered, Uncommitted, unreliable members No review of progress

lOMoARcPSD|18156789
OLFU Staffing & Scheduling 2021-2022

DATE: November 4, 2021
Outline A. JOB DESIGN

At the end of the session, the student must be able to learn: ÷ it also referred to as 8Work design9 or 8Task design9
I. Staffing & Scheduling Overview ÷ it is a core function of human resource management
÷ Definition of the terms ÷ it rests in the Job Characteristics Theory
II. Staffing Process o Job Characteristics Theory (JCT)
A. Job Design 7 developed by Hackman & Oldham
1. Core Job Dimensions 7 has 3 primary components, which are the ff:
2. Critical Psychological States 1. Core Job Dimensions
3. Techniques of Job Design
2. Critical Psychological States
B. Job Description
1. 5 Key Sections 3. Work Outcomes
2. Job Description Criteria ú it outlines the job responsibilities very clearly, as well as in
C. Job Speculation attracting the right candidates to the right job
1. Generalist VS Specialist ú it refers to the way that a set of task is being organized
2. Differences in Medtech & Medical o in order to satisfy technological & organizational
Laboratory Technician Duties requirements as well as the social & personal
D. Job Scheduling requirements of the job holder or the employee, it is
III. Search Process related to the ff:
A. Search Committee ÷ Specification of Contents
B. Advertising ÷ Methods & Relationship of jobs
C. Interview ú Note: a well-developed job design, can also generate higher
1. Considerations in Creating a ResumŽ quality work & lower absenteeism or turn-over rates = resulting
2. Interview Questions in positive work outcomes
3. 10 Interview Tips
4. Hiring Process 1. 5 Core Job Dimensions
5. Job Staffing A. Skill variety
D. Staff Scheduling 7 this refers to the range of skills (human,
o Metrics for Success technical, & comprehensive skills) & activities
E. Key Points necessary to complete the job
IV. Images of Sample Lab schedules ú embodies the number of different skills that a
specific job requires
I. STAFFING & SCHEDULING OVERVIEW B. Task identity
÷ Staffing 7 this dimension measures the degree to which the
7 selecting the right people for the job job requires completion of a whole and
7 is related to recruitment, selection, development, identifiable piece of work
training, & compensation of Human resources in an ú signifies the extent to which a job requires the
organization completion of a project, from beginning until the
o Human Resources (HR) end
7 refers to the employees or workers > Ex: Shifting (day & night duty)
within the organization C. Task significance
÷ Scheduling 7 this looks at the impact & influence of a job
7 is the process of arranging, controlling, & optimizing ú pertains to the impact the job has on others
work & workloads in a production / manufacturing > Ex: An Emergency room (ER) doctor
process feels that his job is more meaningful
7 does not only pertain to the schedule itself (timing of than the hospitals9 janitors
work), but it is also used to allocate schedule for the D. Autonomy
calibration, maintenance, and troubleshooting of 7 this describes the amount/level of individual
equipment & machineries inside the laboratory choice, discretion, freedom, & independence
ú also involves the planning of skeletal forces, during involved in a job (what they have to do for their
holidays and/or long weekends job)
ú it monitors the purchasing / ordering of laboratory ú brings more satisfaction to the employees
materials (e.g. reagents, test kits) being used to because of the thought that they have the right to
operate the laboratory do or choose how they9ll execute the job, in the
manner that is not complicated to them =
II. STAFFING PROCESS generating more productivity & resourcefulness
> Ex: Involving the employees in
÷ setting of a long-term goals and objective for the number & types
decision-making, instead of just
of personnel needed to meet the labor requirements of the
instructing them what to do in their jobs
laboratory
E. Job Feedback
÷ finding the <right fit= based on education, specific technical skills,
7 this dimension measures the amount of
& experience is critical
information an employee receives about their
ú is under the Organizing management function
performance, & the extent to which he or she can
ú once the staff has been recruited, arranging them by giving them
see the impact of the work
schedule/s, places a vital role in the operability of the specific
ú can be either a Positive or Negative feedback
jobs/tasks that are being assigned to them makes them
o Positive: boosts morale & motivation
accountable
o Negative: indicates that there is
Staffing process considerations: always room for improvement
A. Job Design
B. Job Description
C. Job Specification
D. Job Scheduling

lOMoARcPSD|18156789
[LMGT211] 2.03 Staffing &Scheduling | Prof. Jonna E. Agabe Tacsay, RMT, MSMT
2. Critical Psychological States ÷ within the job description, each job duty may be classified as the
÷ it is the result or outcome if the Core job dimensions have ff:
been met 1. Basic core task
÷ the 5 core job dimensions listed above result in 3 different 7 are tasks that employees must complete in
psychological states, which are the ff: order for the business/organization to operate
A. Experienced Meaningfulness of work successfully
7 the extent to which people believe that their 2. Advanced technical skill
job is meaningful, & that their work is valued 7 are the abilities & knowledge needed in order
& appreciated to perform specific tasks
7 COMES FROM (Factors that influence > Ex 1: Knowledge on programming,
this are): Core dimensions 1-3 languages, design programs,
o Skill variety mechanical equipment/tools
o Task identity > Ex 2: Performing HIV testing, Blood
o Task significance testing analysis, Nuclear Medicine,
B. Experienced Responsibility for the Outcomes of Molecular laboratory = requires RMT
work license in order to get proficiency
7 the extent to which people feel accountable training & certificate to do these
for the results of their work, & for the 3. Supervisory responsibility / skills
outcomes they have produced 7 are considered as <soft skills,= because it
ú degree of accountability that a person has involves the direct communication between
for their work outcomes the manager & employees
7 COMES FROM (Factors that influence 7 are qualities or traits that allows the managers
this are): Core dimension 4 to perform the designation of job roles
o Autonomy > Ex: Leadership skills,
C. Knowledge of the Actual results of the work Communication skills, Conflict
activity resolution skills, & Motivation skills
7 the extent to which people know how well ÷ it should:
they are doing o Lay out all activities & tasks that should be performed
7 COMES FROM (Factors that influence o Specify responsibilities for conducting testing &
this are): Core dimension 5 implementing the quality
o Job Feedback o System (policies & activities)
o Reflect the employee9s background & training
o Be kept current & be available for all people working
TECHNIQUES OF JOB DESIGN:
in the laboratory
1. Job Rotation
7 is a job design process by which employee roles are
5 KEY SECTIONS (Standardized / Common to most Job
rotated or shifted in order to promote flexibility & tenure
Descriptions):
in the working environment
ú it reduces boredom in the existing work profile of 1. Job title
employees 2. Minimum qualifications & Desired worker skills
2. Job Enlargement 3. Job duties
7 refers to the process of increasing the scope of a 4. Responsibilities & Accountability
particular job, by adding more task & duties to it 5. Job relationships
7 as the process of allowing individual workers to:
o Determine their own pace (within limits) JOB DESCRIPTION CRITERIA:
o Serve as their own inspectors by giving them Criteria Attributes
responsibility for quality control
o Repair their own mistakes ÷ State or federal laws mandate
o Be responsible for their own machine set-up & qualifications & may require licensure of
repair 1 Regulatory some laboratory personnel
o Attain choice of method > Ex: Licensure examination
3. Job Enrichment ÷ Often denotes specific scope of practice
7 increases the employees9 autonomy over the planning ÷ Voluntary action that declares that the
& execution of their own work, leading to self-assigned individual has passed an accredited
responsibility examination indicating that they possess
ú it consists of designing a job in such a way that the 2 Certification at least entry-level knowledge of the job
employees get greater autonomy in planning, decision- > Ex: Certification (for an
making, & controlling individual), Accreditation
(recognition for institutions)
4. Job Simplification ÷ Educational requirements related to
7 it involves the breaking down of job roles into small 3 Education
academic degrees and/or specific course
components work
7 it usually consists of relatively simple tasks = increasing > Ex: College diploma
the quickness of job completion ÷ On-the-job training (OJT) that is directly
related to the position
4 Training
B. JOB DESCRIPTION > Ex: Clinical internship training
÷ it should be competency based & reflect any skills needed program, Proficiency trainings
÷ the requirements for each staff position may vary depending on ÷ The number of years of experience that is
the size of the laboratory and complexity of testing services 5 Experience
preferred and/or required
offered
ú it must list the main features of a specific job ÷ Any specific physical requirements
ú it includes the persons9 main duties, responsibilities, & their related to the job
working condition Physical > Ex: Color recognition, standing,
6
Demands walking, physical strength,
manual dexterity, speed,
mobility, & precision

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÷ Special individual skills & additional DIFFERENTITIATING GENERALISTS FROM SPECIALISTS

talents that would be helpful for future 1. Generalist
Skills, Abilities, tasks 7 are people who are knowledgeable about many topics
7 Knowledge > Ex: Speaking a second
& has various interests, skills, & hobbies
base language, writing skills, 7 they understand all the moving parts of an industry
communication or presentation ú people in leadership roles may be generalists at first
skills
÷ Where the major amount of work is to be 2. Specialist
Work
performed 7 are people who are experts in certain fields of study,
8 > Ex: Clinical laboratory, nursing occupation, or practice
Environment
home, satellite laboratory, home 7 are individuals that focus on a certain area of topic &
draws build up an understanding in a specific niche
o Specific niche
7 suitable position, either in life or in
employment
GENERALIST VS SPECIALIST
MODELS PROS CONS
Increased resource
allocation to maintain &
Staffing flexibility
documentation staff
Generalist competency
Entry-level, as staff gain
Entry-level opportunities
experience in tenure
Breadth of knowledge Lack of depth
Narrow base of
Depth of knowledge
experience
Specialist
Career ladder Limited flexibility in
opportunity scheduling
Example of Job Description: Differences in Technologist (MT/CLS) &

Technician (MT/CLT) duties:
III. SEARCH PROCESS

÷ the ff. are the Search processes:
1. Search Committee
2. Advertising
3. Interview
4. Staff Scheduling
1. SEARCH COMMITTEE
7 can be simple or complex depending on the level of the
position
A. For Entry-level positions: the interview process need
C. JOB SPECIFICATION only involve the supervisor & manager
B. For the Supervisory level or above: it is advisable to
÷ specific job duties must be identified to ensure that the
assemble a formal search committee consisting of an
incumbent understands what he or she is to do
appropriate mix of individuals with experience
o <That9s not in my job description=
7 general criteria for personal selection process, especially in
ú describes the type of employee required & outlines the particular
the interview, it is also ideal to consider an appropriate
working conditions that are encountered in the job
gender, ethnic/race, & age mix of the search committee
÷ <Other duties as assigned= is often discouraged by human
o this needs to be done in order to stay objective &
resources professionals
eliminate any perceived bias in selecting the
> Ex: Assigning non-technical duties to a Clinical
candidate
laboratory scientist as punishment for poor job
performance (e.g. washing glassware, mopping floors,
or trash removal) may be considered working out of title
& possibly discriminatory

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2. ADVERTISING ÷ Appearance
7 the advertisement should contain only the minimum ÷ Colored paper, embossed emblems or watermarks, perfumed
qualifications paper
7 is all about the job availability or job vacancy ÷ Minimum qualifications
7 An Advertisement should possess the ff. characteristics: ÷ Too much information
a) Concise ÷ Discriminatory practice
b) Stating the job title ÷ Inconsistencies in work history, education, or other time-
c) The minimum educational requirements relevant events
d) Any applicable licensure or certification
requirements INTERVIEW QUESTIONS:
e) Brief summary of the main job responsibilities
÷ 4 Categories of Interview question format:
ú avoid using <preferred= qualifications as requirements, as that A. Leading Questions
may eliminate some good candidates 7 are questions that are easy & results to easy
ú also consider where to advertise
answers
ú Salary Range should not be stated, as it might deter good
ú are not very informative & should not be used
candidates from applying or encourage less qualified frequently
candidates > Ex 1: <Are you a hard worker?=
o salary ranges may be discussed as part of the > Ex 2: <Can you work by shift?=
interview process, but they are often best addressed > Ex 3: <Do you know how to draw a blood
as part of the final negotiations sample?=
7 Sample online Engine for job search: B. Direct Questions
A. Indeed 7 are questions that require short & simple
B. Glassdoor answers (e.g. Yes, No, One-word answer)
C. ascp.org ú these can be helpful in gaining specific
D. Career Builder information
E. Linked In > Ex 1: <Have you had hands-on training
F. Monster in performing phlebotomies?
G. Zip Recruiter > Ex 2: <Do you have any experience in
H. Jobstreet working in a Molecular laboratory?=
> Ex 3: <Have you ever experienced
3. INTERVIEW using Spectrophotometer?=
7 is a conversation between the job applicant & representative C. Open-ended Questions
of an employer 7 are questions that are more difficult for the
7 is one of the most popularly used devices for employee interviewer to construct
selection 7 these require the interviewee to provide a
ú the questions asked are usually based on the submitted complex answers
resumŽ of an applicant 7 through these questions, you9ll be able to yield a
7 3 Common techniques for Screening ResumŽ (3 Group significant amount of information; allowing the
Divisions): interviewer to observe the manner, style, &
A. Group 1 articulation in answering
7 consists of those individuals who have > Ex 1: <How does your training apply to
outstanding qualifications & are strong the job offered?=
candidates for the job > Ex 2: <What do you think is your
B. Group 2 8additional edge9, among other
7 includes those who meet just the minimum candidates?=
qualifications D. Hypothetical Questions
7 if none of the group 1 candidates are 7 are problem-solving questions that are useful &
viable, those in group 2 move up the list mostly used before ending the interview
C. Group 3 7 these gives an opportunity to the interviewer to
7 includes those individuals who do not meet determine how the candidates think on their own
one or more of the qualifications (sense of independence & maturity) in the event
7 Key points to consider when reviewing rŽsumŽs: of any situation in the work place
o Spelling > Ex 1: <If you had to reduce your budget
o Grammar by 20%, how would you go about it?=
o Syntax > Ex 2: <In an emergency room, there
7 is the arrangement of words & phrases in are 2 patients, the first one is an
order to create a well-formed, emergency patient while the other one
grammatically-correct sentence in a is a pediatric patient, which one will
language you tend to first and why?=
7 not taking the time to carefully review & submit a well-written
rŽsumŽ suggests a lazy, irresponsible, poorly educated, or 10 INTERVIEW TIPS:
otherwise less than acceptable candidate
1. Prepare before the interview; do not use the interview time to look
7 avoid asking psychological or stress questions which are
at the candidate9s résumé for the first time
not related to the job duties of the applicant
2. Allow an adequate amount of time for the interview
> Ex 1: <What is the worst lab error you have ever
3. Avoid interruptions. Schedule the interview in a quiet area
made?=
4. Welcome each candidate warmly & make the candidate feel at
> Ex 2: <What are the usual reasons that make you
ease
upset towards a co-worker?=
5. Explain the interview process & what follow-up the candidate
> Ex 3: <Can you state an example of a time you had
might expect
an encounter with a patient?=
6. Avoid asking stress questions
7. Avoid controversial issues. Do not ask illegal questions
CONSIDERATIONS IN CREATING A RESUMƒ: 8. Do not make promises to the candidate that you cannot keep
÷ Informal writing, inappropriate use of abbreviations, 9. If you do not know the answer to a question, don9t guess
colloquialisms 10. Don9t do all the talking
÷ Handwritten or photocopied resumŽ

lOMoARcPSD|18156789
HIRING PROCESS: A. needs of the laboratory

B. hours of operation
÷ candidates interviewed should be evaluated based on their C. the staff required versus the needs of the employees
qualifications: ý when the laboratory manager can include employees in the
o Education scheduling process, individual needs can be considered, as
o Abilities long as business needs are met
o Experience ý percentage of laboratories using flexible staffing increases
o Responses to the interview questions with bed size up to 600 beds; it is only applicable to a bigger
ú candidate9s references are checked laboratory set-up. As expected, smaller labs have less
÷ Background check opportunity to flex their staff if they are already at minimum
7 to ensure the safety of patients & staff as well as to staffing levels
provide protection for the employer o Life-Work Balance
o some employers have embraced Internet 7 can improve or increase staff retention
social media sites such as Facebook, while continuing to provide the services
Myspace, or YouTube as additional required of the laboratory
resources in scrutinizing candidates Metrics for Success
÷ Backdoor Reference checking ý are measurements/tools in order to assess success if the
7 a type of checking done by goals have been met by performing the standard operating
the employer on people who procedures
are not listed on the ý scheduling processes are reviewed to provide options &
reference opportunities that meet the key success factors for the
7 is intended to verify the experiences & credentials laboratory, which are the ff:
7 this may include a review of an employee9s a) Reporting efficiency
employment background, credit history, & criminal b) Turnaround time
records c) Productivity measurements
d) Impact on staff
÷ Reference check
e) Scheduling processes
7 is intended to provide insights on the abilities of
employees as performers
7 typically focuses on the professional & personal KEY POINTS
references that an employee provides to the employer ÷ Staffing & Scheduling are very dependent on the ff:
o Locale
Example of a Search Committee Interview Process & Evaluation 7 workplace itself
o Availability of technical staff
7 those employees who are on duty for a
particular shift
o Practice patterns by physicians
o Service lines offered by the healthcare facility
o Patient expectations
IV. IMAGES OF SAMPLE LAB SCHEDULES
SAMPLE 1
Job Staffing
7 the laboratory manager must assess the needs of the SAMPLE 2: Sample Lab Schedule during the COVID-19 Pandemic
laboratory to determine the number of employees needed as
well as the mix of expertise, training, or credentials of
technical staff
Elements within the laboratory that should be addressed:
A. Test Mix
B. House of Operation
C. Supervision
D. Service Level
E. Service Supported
F. Productivity Levels
3. STAFF SCHEDULING
ý matching the people in the lab with the current workload
requirements
ý to schedule the staff effectively, the laboratory manager must
understand the ff:

lOMoARcPSD|18156789
REFERENCES:
ò Garcia L., & Bachner P. (2014). Clinical Laboratory
Management (2nd Ed.) (pp.362-370). Washington
DC: ASM Press
ò World Health Organization. (2011). Laboratory

Quality Management System Handbook. Retrieved
from
http://www.who.int/about/licensing/copyright_form/e
n/index.html)
ò McPherson, Richard A. (2017). Henry9s Clinical

Diagnosis and Management by Laboratory Methods.
23rd Edition. Missouri: Elsevier Health Sciences

lOMoARcPSD|18156789
OLFU Performance Evaluation 2021-2022

Outline ÷ this is broader than competency assessment

At the end of the session, the student must be able to learn:
I. Introduction ELEMENTS (AREAS TO BE CONSIDERED) INCLUDED:
II. Employee Performance Appraisal 1 Technical Competency 5 Communication Skills
A. Advantages & Disadvantages of Performance 2 Efficiency 6 Customer Service
Appraisals 3 Adherence to Policies 7 Punctuality
B. Appraisal Types 4 Observance of Safety Rules 8 Professional behavior
1. Formal Appraisal
2. Informal Appraisal PROS & CONS OF PERFORMANCE APPRAISALS
C. Who is responsible for developing a Performance Advantages Disadvantages
Appraisal Program?
÷ Self-development ÷ Destroy initiative
III. Performance Standards
÷ Foster good communication ÷ Encourage competitiveness
A. Established & Specific Performance Standards
B. Job Description ÷ Provide constructive ÷ Produce stress
IV. Competency-based Appraisals feedback ÷ Require large financial
V. Rating System ÷ Clarify job requirements investment
÷ Behaviorally Anchored Rating Scale (BARS) ÷ Provide an opportunity to ÷ Consume significant time for
÷ Rating methods refine job skills managers with many
÷ Factors to consider when Selecting a Rating ÷ Define performance employees
system expectations
VI. Other types of Performance Appraisals ÷ Promote behavioral
A. Management by Objectives (MBO) modification
B. 360 3 Degree Feedback ÷ Identify educational needs
C. Assessment Centre Method ÷ Provide documentation for
D. Psychological Appraisals promotion, compensation,
E. Human-Resource (Cost) Accounting Method and termination decisions
o 2 Steps to a Successful Performance ÷ Promote recruitment &
appraisal Interview retention
VII. Judging Performance ÷ Protect the organization from
÷ 6 Guidelines for Appraising Poor Performers discrimination lawsuits
VIII. Requirements for Performance appraisal Documents ÷ Provide an opportunity to
IX. Competency share departmental and
A. Competency Assessment Methods organizational visions
B. Critical Competencies ÷ Encourage teams to improve
X. Causes of Poor Performance the way their organization
XI. Performance Evaluations Errors operates
A. Stereotyping
B. Halo Effect 2 APPRAISAL TYPES
XII. Summary of the Other types of Performance A. Formal Performance Appraisal
Appraisals ý generally occurs at least annually (or semi-annually)
on a specific date & time, such as the anniversary of
I. INTRODUCTION the employee9s hire date
÷ Performance Evaluation (Appraisal) B. Informal Performance Appraisal
ý comprises the steps of: ý can occur whenever the supervisor feels
o Observing & assessing employee communication is needed
performance ý is useful for the ff:
o Recording the assessment o Monitoring behavior modification
o Providing feedback to the employee o Recognizing accomplishments
ý during performance appraisal, skillful managers give o Identifying stumbling blocks in achieving set
feedback & praise concerning the acceptable elements goals
of the employee9s performance o Giving support where applicable
ý they also describe performance areas that needs o Fostering ongoing communication between
improvement formal appraisals
ý employees can use this information to change their job ú PURPOSE: monitoring & making sure that the
performance employees are always aligned with the goals that the
o ideally, employees are graded annually organization wants to achieve
wherein, they can be promoted, regulated, & WHO IS RESPONSIBLE FOR DEVELOPING A PERFORMANCE
that their salary can be raised APPRAISAL PROGRAM?
ú defined as a formal & productive procedure in order to ÷ the organizational philosophy & purpose for having performance
measure an employee9s work & result/s based on their appraisal should be always clear to those who are designing
responsibilities, outputs, feedbacks, & overall performance appraisal systems
contribution to the organization ÷ Performance appraisal program is frequently developed by
Appraisal can affect an employee9s: one or more members of the upper management & supervisory
A. Morale employees, which are the ff:
B. Motivation A. Upper management
C. Self-esteem B. Supervisors / Managers
C. Human resources staff
II. EMPLOYEE PERFORMANCE APPRAISAL D. Staff employees
÷ employees should have a periodic formal appraisal of their 7 those who are involved in developing a
overall performance performance appraisal program

lOMoARcPSD|18156789
[LMGT211] 2.04 Performance Evaluation | Prof. Jonna E. Agabe Tacsay, RMT, MSMT
7 those who are strong performers & welcome new SAMPLE 2: Performance Evaluation Sheet
opportunities
o Reasons for including Staff
employees in the planning process
of designing performance appraisal:
÷ They are strong performers
÷ They are team players
÷ They have direct relationship
with their work
III. PERFORMANCE STANDARDS

÷ Performance Standards
7 EMPLOYEES: serves as a guideline to them on how
to properly do their job
7 EMPLOYERS: they need to provide their new
employees with performance standards during the 1st
month of employment, in order for the employees to
be guided & aware that they will eventually be
evaluated
7 GOAL OF PERFORMANCE STANDARDS:
o To ensure that both employers &
employees are on the same page when it
comes to job expectations
÷ Standards
ý are formal requirements that outline expectations of job
performance (e.g. how well a job should be performed)
ý can be used to compare the quality of work among staff
members
÷ Performance Appraisals
ý must contain specific, measurable, & realistic
standards of performance
÷ Job Description
ý is an informative documentation which includes the
scope, duties, tasks, & working conditions related to a IV. COMPETENCY-BASED APPRAISALS
particular job = job responsibilities becomes more
clearer & more specific ÷ appraisals are often position-specific & competency-based using
ú defines the job responsibilities, & the standards that observable & measurable standards
quantify your expectations ÷ MAIN GOAL: To focus on skills, personality traits, motivators, &
o Ex: How many cultures are read per day & behaviors of an individual
percent of errors tolerated ú It studies the pattern of behavior of each laboratory personnel to
know whether they have been able to either reach their goal or
÷ Established & Specific Performance Standards missed them
ý allow employees to know how they are doing compared ÷ Performance appraisals
to expectations ý must ensure that all healthcare workers are
ú it makes them accountable competent in all areas necessary to perform their jobs
(SAMPLE 1) Example of Performance Standards: Medical ÷ Competency
Technologist Performance Standards ý the state of having the correct or needed skills for the
position
ú can be used to describe the major skills, abilities, &
attributes that a staff member need in order to be
successful in the organization
SAMPLE: Competency-based Appraisals (Job-specific Competencies)

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V. RATING SYSTEM o Specific

Measurable
÷
o
a graphic rating scale provides a ranking scale (usually 1 to 5)
o Achievable (Attainable / Agreed upon)
for unsatisfactory to outstanding performance
o Realistic (Relevant)
÷ is one of the most popular methods since they provide
o Time 3 sensitive (Time-bounded / Terminal)
quantitative assessment
ú at the end of the term period (either quarterly, semi-annually,
÷ it is easy to use & understand
or annually), the employees are judged by their results,
÷ may be used to compare the performance of employees through together with their manager that are to be rewarded or further
a set of criteria that produces a numerical value dealt with
ú can also be visual (e.g. 5-star rating system4 the most famous
& widely used rating system) Steps to implement a successful MBO program:
1. Every manager must have 5-10 goals expressed in specific,
Behaviorally Anchored Rating Scale (BARS) measurable terms
7 entails writing a competency statement for each aspect of the 2. Manager can propose their goals in writing, which will be
job
finalized after review
7 focuses on employee behaviors & avoids any evaluation of
attitudes 3. Each goal needs to include a description and a clear plan
ú contains a set of specific behaviors, that is represented by (list of tasks) to accomplish it
bars, which are grades / gradations (numerical value) of 4. Determine how progress will be measured and how
performance that becomes a reference point on how an frequently (minimum quarterly)
employee should behave towards their work 5. List down corrective actions that will be taken if progress is
o these bars avoid any evaluation of attitude not in accordance with plans
6. Ensure that goals at each level are related to the
organizational objectives and levels above/below
SAMPLE: Rating Methods
2. 360 4 Degree Feedback

ý a multi-dimensional performance appraisal method that
evaluated an employee using feedback collected from the
employee9s Circle of Influence, namely:
o Managers
o Peers
o Customers
o Direct reports
ú it eliminates bias & offers a clear understanding of an
individual9s competence
ý has 5 integral components, which are the ff:
A. Self-appraisals
B. Managerial reviews
C. Peer reviews
FACTORS TO CONSIDER WHEN SELECTING A D. Subordinates Appraising Managers (SAM)
RATING SYSTEM ý an upward appraisal
A. Purpose of appraisal ý evaluation of managers
B. Work environment E. Customer or Client reviews
C. Skills of employees
D. Manager9s management style
VI. OTHER TYPES OF PERFORMANCE APPRAISALS

÷ Other types:
1. Management by Objectives (MBO)
2. 360-Degree Feedback
3. Assessment Centre Method
4. Psychological Appraisals
5. Human-Resource (Cost) Accounting Method
1. Management by Objectives (MBO)
7 method where managers & employees together identify,
plan, organize, & communicate objectives to focus on during
a specific appraisal period
7 uses SMART method to match & validate the overarching
organizational goals with objectives of employees if effective,
feasible or not

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3. Assessment Centre Method ú is obtained by comparing the cost of retaining an employee &
7 was introduced in 1930 by the German army the monetary benefits that the organization ascertained on
7 it was first used in military tactics & combat operations that employee
7 enables employees to get a clear picture of how others ú in this method, there are factors that are taken into
observe them and the impact it has on their performance account, such as the ff:
7 MAIN ADVANTAGE: it will not only assess the existing o Unit-wise average service value
performance of an individual, but also predict future job o Work quality
performance o Overhead cost
7 MAIN DISADVANTAGE (DRAWBACK): it is time- o Interpersonal relationship/skills
consuming, a cost-intensive process, & is difficult to manage o Etc.
ú is a method that many organizations use in order to identify
management potential & determine candidates suitability for 2 STEPS TO A SUCCESSFUL PERFORMANCE APPRAISAL
higher functional position INTERVIEW:
ú is being used to appraise employees who are candidates for 1. Preliminary meeting with Employee
management functions, in the event of promoting them into 7 giving the employees an overview on how well they are
managers doing in their work
ú it can help predict future behaviors, identify high potential ú PURPOSE: to explore ways on how to achieve
employees, & develop leaders personal & organizational goals while making
improvements
ý 3 Stages in Assessment Centre Method:
A. Pre-assessment 2. Formal Meeting
B. During Assessment 7 approach the performance appraisal in a positive &
ý employees are asked to take part in social respectful manner
simulation exercises 7 the performance appraisal process should motivate
> Ex: In-basket exercises, Informal employees & should encourage their feedback
discussions, Fact-finding exercises, ú is the time when the actual performance appraisal
Decision-making problems, Role- interview is being conducted
playing, etc. o it provides the employee to defend themselves
C. Post Assessment against poor evaluation by the manager
o gives the manager a chance to explain
3 STAGES IN A TYPICAL ASSESSMENT CENTRE APPRAISAL regarding their opinion/observation on the
÷ Online objectives of review employee9s performance
PRE- ÷ Find competencies & reviewers
A VII. JUDGING PERFORMANCE
ASSESSMENT ÷ Design simulation exercises
÷ Choose a rating method ÷ Guidelines for Appraising Poor Performers:
1. Don9t wait until appraisal time to address a poor
÷ Explain the purpose & policies performer
DURING ÷ Use competency-exercises matrix 2. Ensure that the employee has a current copy of their job
B
ASSESSMENT ÷ Conduct exercises & discussions description & performance standards
÷ Note strengths & weaknesses 3. During the interview, give examples of poor performance
÷ Collect feedback from reviewers to support your assessment & the consequences of the
POST ÷ Evaluate the validity of results behavior
C 4. Prepare a list of specific changes you would like him or
ASSESSMENT ÷ Share the feedback with employees
her to make and the time frame in which to correct the
÷ Provide further training if required
behavior
5. Present the information in a manner that shows
4. Psychological Appraisals confidence in the employee9s ability to improve
ý focuses on analyzing an employee9s future performance 6. Set measurable standards for improvement & plan
RATHER THAN their past work together how this can be accomplished
ý these appraisals are used to analyze 7 major components of
an employee9s performance: SAMPLE: Performance Improvement Plan
A. Interpersonal skills
B. Cognitive abilities
C. Intellectual traits
D. Leadership skills
E. Personality traits
F. Emotional quotient
G. Other related skills
ú is very useful & practical in determining the hidden potential
of employees
ú is a slow & complex process
ú the quality of result is HIGHLY dependent on the
psychologist who administers the procedure, making it bias
ú for this method, qualified psychologists conduct various
tests in order to assess an employee effectively
o THESE TESTS INCLUDE:
÷ Interviews
÷ Psychological tests
÷ Discussions
÷ Etc.
5. Human-Resource (Cost) Accounting Method

7 analyzes an employee9s performance through the monetary
benefits they yield to the company

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VIII. REQUIREMENTS FOR PERFORMANCE APPRAISAL SAMPLE: Competency Assessment Form

DOCUMENTS
A. Maintain confidentiality
B. Complete original, sign, and date
C. Place original with human resources
D. Keep documents according to policy
E. Provide a copy to employee
F. Place copy in manager9s file for internal use & for accrediting
agency review
SAMPLE: Performance Appraisal Document
IX. COMPETENCY
X. CAUSES OF POOR PERFORMANCE
÷ defined as the application of knowledge, skills, experiences,
÷ Poor performance
& behaviors used in performing specific job tasks
7 may not always be due to technical incompetence,
÷ accurate laboratory test results depend on staff being performance may be affected by:
component in performing a range of procedure that occur 1. Distractions
throughout the entire examination process
ý especially personal issues which can
make the employee9s concentration
COMPETENCY ASSESSMENT METHODS
difficult
÷ Direct Observation > Ex: Sick child or parent
ý helps identify & prevent any performance problems: (Health problem), Love
o the employee9s techniques are watched during problems, Financial problems,
the examination process, which allows the Conflicts within the work place
observer to see if the employee is following the 2. Excessive workloads
SOP ý those that pressure or hurry the
o to avoid subjectivity during a competency employee, which may cause them to
assessment, the observer uses a custom- inadvertently make errors
designed checklist 3. Insufficient initial orientation or training
÷ Checklist 4. Resistance to change
7 used when there are specific,
ý some people may not want to use new
observable items, actions or
procedures
attributes to be observed
> <We9ve always done it this
ú must be approved by the
way, why change?=
laboratory director
5. Compromised sample
ý the laboratorian may or may not know
CRITICAL COMPETENCIES
that the sample arrived in the wrong
A. Patient identification
preservative or was improperly stored
B. Sample collection
6. Absence of SOPs or Failure to update them
C. Evaluation of adequacy of samples
D. Use of equipment ý test kits may come with modified
E. Application of quality control procedures 3 Interpretation of manufacturer9s instructions, and these
results modifications need to be reflected in the
SOPs
7. Poorly written procedures
ý including omitting certain steps, the
wrong sequence of steps, or incorrect
sample or reagent quantities4can
cause very serious errors and should
always be suspected when several
employees obtain erroneous results
8. Job Descriptions that are NOT CLEAR may
be a source of error
ý for example, confusion about who has
responsibility for calibrating an
instrument could result in the calibration
not being done, causing erroneous
results

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XI. PERFORMANCE EVALUATION ERRORS

A. Stereotyping
7 when a rater places an employee into a class or
category based on one or few traits or characteristics
> Ex: Stereotyping an older worker as slower &
more difficult to train
ú it is a fixed or overgeneralized belief about a particular
group or class of people
ú act of assuming or making gross generalizations
without any clear basis or factual evidence
B. Halo Effect
7 when a manager gives an employee the same rating on
all dimensions, even if his/her performance is good on
some dimensions and poor on others
ú is a type of cognitive bias when one trait of a person is
used to make an overall judgment on a person / thing
ú is an error in reason that is based on only 1 single trait
that you know regarding that person / thing
ú has more influence that is based mostly on the physical
appearance, as compared to stereotyping
REFERENCES:
ò Garcia L., & Bachner P. (2014). Clinical Laboratory
Management (2nd Ed.) (pp.362-370). Washington
DC: ASM Press
ò World Health Organization. (2011). Laboratory

Quality Management System Handbook. Retrieved
from http://www.who.int/about/licensing/
copyright_form/en/index.html)
ò McPherson, Richard A. (2017). Henry9s Clinical

Diagnosis and Management by Laboratory Methods.
23rd Edition. Missouri: Elsevier Health Sciences
ò Summary information retrieved from:

https://kissflow.com/hr/performance-
management/employee-performance-appraisal-
method/

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SUMMARY OF 6 MODERN METHODS OF PERFORMANCE APPRAISAL

(OTHER TYPES OF PERFORMANCE APPRAISALS)
CONS / DRAWBACKS
METHODS / TYPES PROS (ADVANTAGES) IDEAL FOR ADDITIONAL INFO
(DISADVANTAGE)
÷ Measuring the
quantitative and
qualitative output of
÷ Incomplete MBO
senior management
÷ Success is measured program, inadequate ÷ Retail giant Walmart,
like managers,
on tangible and corporate objectives, uses an extensive
directors, and
Management measurable goals lack of top MBO participatory
executive (business
1 by Objectives with constant management approach to manage
of any size)
(BMO) interaction between involvement the performance of its
÷ Businesses of all
manager and ÷ Intangible aspects like top, middle, and first-
sizes, evaluation for
employee. interpersonal skills line managers.
top-management
are not considered.
positions like
directors, executives,
etc.
÷ Increase the
individual9s
awareness of how
they perform and the
impact it has on other
stakeholders ÷ Leniency in review,
÷ Serve as a key to cultural differences, ÷ Top private
initiate coaching, competitiveness, ÷ Private sector organizations like
counselling, and ineffective planning, organizations than RBS, Sainsbury9s,
career development and misguided public sector and G4S are using
360 3 Degree
2 activities feedback organizations as peer 360-degree, multi-
Feedback
÷ Encourage ÷ Outside sources like reviews at public rater performance
employees to invest in customers may not sector organizations feedback to measure
self-development and understand how to are more lenient. employee
embrace change provide constructive performance
management feedback.
÷ Integrate
performance
feedback with work
culture and promote
engagement
÷ Enhance a
participant9s
knowledge, boost
his/her thought ÷ Manufacturing
process, and improve organizations,
employee efficiency service-based ÷ Microsoft, Philips, and
÷ Can be tailored to fit companies, several other
different roles, ÷ Can be costly educational organizations use the
Assessment
3 competencies, and ÷ Can be time- institutions, and assessment centre
Centre Method
business needs consuming consulting firms to practice to identify
÷ Offer an insight of the identify future future leaders in their
employee9s organizational workforce.
personality (ethics, leaders and
tolerance, problem- managers.
solving skill,
introversion/extrovers
ion, adaptability, etc.)
÷ Extract measurable,
objective data about
not just an
÷ Large enterprises can
employee9s
use psychological ÷ Ford motors, Exxon
performance but also ÷ Absence of proper
appraisals for an Mobil, Procter &
potential training, lack of
array of reasons Gamble use
÷ Can be deployed trained professionals
Psychological including psychological
4 easily when to administer reviews,
Appraisals development of appraisals to test the
compared with other and nervousness or
leadership pipeline, personality and
performance anxiety of candidates
team building, conflict performance of their
appraisal methods can skew results
resolutions, and employees
÷ Offer introverted or
more.
shy employees a
platform to shine and
prove their potential

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÷ Effectively measure
the cost and value
that an employee ÷ Startups and small
÷ There are no certain
Human- brings to the businesses where the
guidelines to define
Resource organization performance of one
the cost and value
5 (Cost) ÷ Help identify the employee can make
that an employee
Accounting financial implications or break the
offers. It may vary for
Method that an employee9s organization9s
each evaluator.
performance has on success.
the organization9s
bottom line
÷ Enjoy clear
standards, improved
feedback, accurate
performance
÷ High chance for
analysis, and
subjectivity in
consistent evaluation
evaluations ÷ Businesses of all
÷ Eliminate construct- sizes and industries
÷ Hard to make
Behaviorally irrelevant variance in can use BARS to
compensation and
Anchored performance assess the
6 promotion decisions
Rating Scale appraisal ratings by performance of their
÷ Time-consuming to
(BARS) emphasis more on entire workforce from
create and implement
specific, concrete, the entry level agent
and observable ÷ Demands more from to c-suite executives
behaviors managers and senior
executives
÷ Decrease any chance
for bias and ensure
fairness throughout
the appraisal process

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OLFU Personnel Selection Process 2021-2022

LABORATORY MANAGEMENT
LEC 10 1ST Semester
Outline 7. Introduction of the qualified applicant to his immediate

At the end of the session, the student must be able to learn: boss
I. Personnel Selection Process 8. Medical examination
A. Needs Assessment 9. Induction & placement of the new employee
B. Selection Process
o Steps in Selection Process Summarized Steps of Selection process (According to Ma9am
C. Employment Tacsay):
1. Job Description 1. Preliminary interview
2. Person Specification 2. Reception of application
D. Personnel Orientation 3. Screening of applications & resumŽ
E. Human Resource Administration & Supervision 4. Conduction of employment tests/examinations
(Personnel Evaluation) A. Intelligence test
II. Promotions B. Cognitive aptitude test
III. Discipline & Dismissals (Discharging) 7 it measures our intelligence, how we
÷ Documentation of Dismissal make use of our brain, & our specific
IV. Personnel Records mental abilities (e.g. memorization,
V. Personnel Manager inductive reasoning)
ú includes test of general reasoning
÷ 10 Functions of Personnel Manager
ability
C. Psychomotor ability test
I. PERSONNEL SELECTION PROCESS 7 is used to measure our skills,
÷ is also referred to as 8Recruitment Process9 or 8Employee strengths, coordination, manual
Selection Process9 dexterity, speed, mobility
÷ it is a methodical placement of individuals into jobs D. Proficiency test (Performance test)
o Methodical Placement 7 it measures the ability of applicants to
7 is done according to a systematic do some parts of work where they are
procedure applying for (e.g. Performance of
7 is an established form of procedure Phlebotomy, Identification of cells
÷ Personnel under a microscope)
7 are the most important laboratory resource E. Personality test (Psychological test)
7 critical to the implementation of the quality 7 is the most useful among other tests
management system are people who possess since it is characterized by low
integrity, recognize the importance of their work & reliability & low validity
participate in continuous improvement F. Achievement test (Job Knowledge test)
ú a typical Personnel Selection process has 5-7 steps that may 7 it measures what someone has
vary depending on the organization learned
1. Needs Assessment ú it measures our job knowledge
2. Selection ú is similar to the exams given in school,
3. Employment but in this case, it is for employment
4. Orientation application
5. Human Resource administration & Supervision G. Polygraph test
7 it tests the honesty of individuals who
1. Needs Assessment are applying to be police officers,
ý is the roof of any employment decision is a need federal agents, etc.
ú needs to be conducted in order to determine if there is a H. Graphology test
need for manpower 7 it tests the handwriting of individuals
who are applying in the field of
ý Requirement & Selection of Employees:
industrial & business organizations
o Initial screening
5. Selection interview
Minimum criteria
7
o
interview gives the recruiter/employer an
÷ Education
opportunity to:
÷ Experience
o Assess subjective aspects of the
÷ Organizational skills
7 personal & professional attributes candidate
o Know about his enthusiasm &
2. Selection Process intelligence
7 the steps involved in choosing people who have the right o Ask questions which were not a part of
qualifications to fill a current or future job opening his application
ú the process of actual selection & shortlisting of the right o Obtain as much information from him
candidates as possible about his economic, social
Steps in the Selection Process: & cultural background
1. Posting or advertising job vacancies o Give facts about the policies,
2. Reception of applications/applicants either in person or
procedures, culture of the company so
in writing
3. Preliminary interview that he feels good about joining it.
4. Applicant reports to the personnel manager or their 6. Reference checking by the management/organization
assistant who briefs them on opportunities in the 7. Medical examination
organization 7 it helps the employer determine if the applicant
5. Applicant is interviewed by the personnel manager is medically & mentally fit for the job they are
ý to check the veracity of information applying for
6. Investigation of applicant9s background 8. Final selection / Hiring

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[LMGT211] 2.05 Personnel Selection Process | Prof. Jonna E. Agabe Tacsay, RMT, MSMT
3. Employment ú is important that they are always kept up to date/updated,

7 is the actual stage of recruitment where the job placement complete, & are regularly reviewed
eventually takes place ÷ provides a ready reference to the ff:
o Recruitment o Employee
7 the process by which a job vacancy is o Job description
identified & potential employees are notified o Education
÷ Job description o Experience
7 outlines the role of the job o Qualifications
holder o Length of employment
ú is the totality/scope of the o Job references
job itself o Written reprimands
÷ Person specification o Comments
7 outlines the skills & qualities o Personal list
required in order to be hired o Job application
ú pertains to the unique skills o Curriculum vitae (CV)
& know-how of applicants o Appointment letter
o Emergency contact information
4. Personnel Orientation o Pay-roll & benefits information
Performance Appraisal form
7
o
the introduction of the employee to their new working
o Employee resignation letter
environment
o Exit interview documentation
ú includes:
o briefing on the opportunities for education, training,
& advancement in workplace V. PERSONNEL MANAGER
o briefing on sick-leave policies, overtime, time of the ÷ are the people that manage, recruit, select, interview & train an
job, place of receiving the pay, tryouts (where applicant for a vacant job
proficiency testing takes place), & meetings between
÷ they screen applicants to make sure that employees are fitted
new employee and personnel manager
for the job
5. Personnel Evaluation ú they are ideally met during the induction
7 it is an informal evaluation which consists of periodic written ú their function may also be done by Human Resource (HR) staff
reports on employees9 performance
7 it provides a basis for counseling interview with the FUNCTIONS OF PERSONNEL MANAGER
employee Recruit & interview job Keep employment records
1 6
ú it provides a resource document for appraisal, promotion, applicant of all employees
transfer, separation, & references Assist in transferring,
ú it is a way of summarizing day-to-day & week-to-week Administer employment promoting, demoting,
evaluation 2 7
tests to job applicants discharging or retiring
employees
II. PROMOTIONS Indoctrinate new
3 8 Handle complaints
÷ Promotion employees on laboratory
7 is the advancement of an employer to a better job; Introduce the new
Negotiate with the labor
better in terms of: greater responsibilities, more 4 employee to his 9
unions or union officials
prestige 8status9, greater skill & specialty, & increased supervisor
rate of pay or salary Motivates employees to
5 10 Provide personnel services
do better
III. DISCIPLINE & DISMISSALS (DISCHARGING)
÷ for the protection of both employee and employer, Disciplinary
action requires documented facts sufficient to support the REFERENCES:
contemplated action ò Daft, Richard L. Management 5th ed. Philippines: Thomson
o Incident report Learning, 2009
7 is referred to as the documented facts that
are attached on the 201 file (employees9 ò Friedberg, Richard and Ronald Weiss. Laboratory
file) which states/shows how we work in
Management, An Issue of Clinics in Laboratory Medicine.
our job
Philadelphia: W.B. Saunders, 2007
Documentation should include the following:
1. Specific instances of poor performances or misconduct ò Garcia, Lynne S. Clinical Laboratory Management, Second
2. Circumstances surrounding performances or misconduct Edition, 2014
o dates, times, places, names, & titles of persons
involved in the situation ò Harmening, Denise M. Laboratory Management: Principles and
o whether or not the employee knew what he was Processes 2nd ed. USA: F.A. Davis Co., 2006
supposed to do
3. Evidence of warning that the misconduct should not be ò Osibanjo, Omotayo & Adeniji, Anthonia. Human Resource
repeated or that the poor performance could not continue Management: Theory and Practice, 2012
4. Records the definite time limit was set for improvement &
follow-up ADDITIONAL INFORMATION:
ò Retrieved from: https://www.economicsdiscussion.net/human-
IV. PERSONNEL RECORDS resource-management/selection-process-in-hrm/31871
÷ without these, it can be very difficult to monitor performance
& productivity levels of an employee ò Retrieved from: https://www.hr-guide.com/data/G300.htm
ú it may also serve as a protection for both the organization & the
employee, in the event that the employee is making a claim
against the organization

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OLFU Financial Management 2021-2022

LEC 11 1ST Semester
DATE: December 3, 2021
Outline annually, or annual basis, depending on the suitability of the

At the end of the session, the student must be able to learn: organization
I. Financial Management ú it is the area of financial management that involves planning
A. Budgeting for typical & atypical expenses
1. Strategic Plan Process ú anticipation of accurate projections of cash flows will help the
2. 2 Approaches in Budget business achieve their target revenue in the right manner
3. 6 Types of Budget o the financial budget preparation includes a
4. Operational Budget detailed budget balance sheet, cash flow
B. Cost Finding budget, sources of income & expenses of
C. Job Costing (Expenses) business, & other documents that are related to
D. Marketing Philosophy the monetary activities of the company
E. The Laboratory Customer ú a financial budget, IF well-planned accordingly, it can be a
F. Marketing Plan very powerful tool to achieve the long-term goals of any
II. 4 Basic Accounting Principles business
III. Profit and Cost Center o it also keeps the shareholders & other members
IV. Sources of Revenue updated about the function of the business
V. Rate Setting (Generating Revenue)
VI. Types of Costs A. STRATEGIC PLAN PROCESS
VII. Breakeven Analysis
VIII. Salary Budgeting
I. FINANCIAL MANAGEMENT
÷ it is the area or function in an organization which is concerned
with profitability, expenses, cash, & credit
÷ it refers to the efficient & effective management of money
(funds)
÷ it consists of the ff:
1. Budgeting
2. Cost Finding
3. Job Costing
4. Marketing Philosophy
5. The Laboratory Customer
6. Marketing Plan
ú it is the process of deciding to make a particular purchase B. 2 APPROACHES IN BUDGET
ú it generally refers to 8budgeting9 1. Centralized
o Budget ý fully controlled by the leader (or the top management)
ý the most prominent document generated by
cost accounting 2. Decentralized
÷ Laboratory Financial Management ý there is participation of the lower level, as designated
ý develops profit and loss account, which indicate by the leader
laboratory performance
ý indicates how laboratory has spent its capital C.TYPES OF BUDGET
÷ Revenue (sales) ý uppermost spending limits set by
ý it is the money a business is entitled to receive for the organization
the services and products it produce ý it is also referred to as the <Budget
ý is the total price of services rendered or products ceiling=
sold 1 Fix-ceiling budget ú it is a <cap= on spending, limiting
÷ Expenses all the spending & expenses
ý it refers to the total costs to provide testing services o this is to ensure that the
company does not spend
1. Budgeting more than what it makes
ý dangerous type because it has no
ý according to Henry Mintzberg, the roles of Leaders are
specific amount declared
spokesperson, budgetary, or resource allocator, figurehead,
ú there is no concrete tally of
decision maker, & liaison 2 Open-ended budget
amount nor any specified
ý it is the planning document used by as organization that
expected monetary expenses for
forecast both the relationship between funds & expenses
several on-going activities
ý it is through budgeting that an organization turns its strategic
ý one can adjust
plans into daily operations
ý it is also known as <Variable
ý it is the process of making a plan on how you will spend your
budget=
business9s money over a given period
ý it provides a <what-if= look at the
ý it can estimate / predict the company9s revenue (sales) &
future of a company9s financial
expenses for a particular period (short-term basis)
3 Flexible budget performance
o that is why budgets are to be re-evaluated & re-
ú it is a financial plan of estimated
adjusted on a periodic basis, so that it can become
revenues & expenses based on
a helpful tool in daily operations where strategic
the current amount of output
plans are being carefully applied
o it uses the revenues &
ý the evaluation of incomes & expenses are to be done
expenses in the current
PERIODICALLY, either on a monthly, quarterly, semi-
production as a

lOMoARcPSD|18156789
[LMGT211] 3.01 Financial Management | Prof. Jonna E. Agabe Tacsay, RMT, MSMT
BASELINE 7 the number of labor hours needed can be projected in ratios

o it estimates the revenues that calculate the tests performed per paid hours and/or
will change based on the worked hours
changes in the output ú it determines manufacturing costs systematically, by dividing
them into overhead direct material & direct labor cost, &
ý it is designed to self-destruct
estimating their actual value
within a prescribed time period in
ú this is used in order to control the use of raw materials, labor
4 Sunset budget order to ensure the cessation
hours, & equipment, by allocating the cost of each
budget & spending by a
customer order separately
predetermined date
ý it is an approach to making a 5. Marketing Philosophy
budget from nothing or from 7 it is also referred to as the 8Marketing Public Relation9
scratch ÷ Marketing
ý PRIMARY GOAL: to reduce 7 the strategic process of attracting and
Zero-based budget
5 spending by looking at the where maintaining a customer base
(ZBB)
cost can be cut out 7 tries to influence the customer to purchase
ú the budget is not based on the ÷ Public Relation
previous one, instead, it starts at 7 communication tool, to influence public
zero attitudes towards the organization
ý used during emergency
ý it is the money allocated or set Parts of Market Philosophy:
aside in a budget for an expected A. Why does it exist?
cause B. What are its plans for the future?
ú it avoids the complexity of revising C. How does it attract customers?
6 Contingency budget a budget with each unexpected The Marketing Management Philosophy:
cost that needs to be re-submitted i. Production Concept
for approval ý demand for a product is greater than the
ú ideally, once it has been used, it supply
needs to be replenished during
ý it is product oriented
budget planning
ý it implies a good product will sell itself
Operation Budget ý in order to increase profit, focus on
production efficiencies
7 deals with the process of planning for the laboratory as an
ii. Selling concept
ongoing business concern accounting for everyday need
ú it refers to the budget that are used for daily operations ý emphasis is needed to sell the product to
increase profit
Types of Operational budget: iii. Marketing Concept
1. Capital Budget ý supply for a product is greater than demand
2. Flexible Budget ý creating intense competition among
3. Zero-based Budget supplier
iv. Social marketing Concept
Operational budget Preparation: ý adds to the marketing concept the idea that
A. Time Frame the company should contribute to the
ý timeline betterment of society as a whole
B. Forecasting stage
ý business foresight (projected expenses & 6. The Laboratory Customer
profit) 7 this refers to the ff:
C. Scheduling Stage ÷ patient ÷ insurance
ý when & where the budget will go ÷ physician ÷ company
D. Synthesis of Information ÷ parent ÷ government
ý collation of information for budget ÷ employer agency
preparation
7. Marketing Plan
3. Cost Finding
7 it refers to the formal strategy to identify, attract, & maintain
A. Cost accounting customers
ý is to provide the manager with the information to ÷ Market Research
operate the business 7 it is the process of systematically gathering,
ú its emphasis on analyzing & providing recording, & analyzing data and information
operational information about customers, competitors, and market
ý MAIN FUNCTION: cost accumulation & uses
allocation in order to determine the cost values 7 4 P9s of Marketing:
B. Managerial Accounting A. Product
ý it provides information to the members of the B. Price
management for decision-making purposes C. Place
o these information will include cost D. Promotion
information that came from the cost 7 FUNCTIONS:
accounting ÷ To help create a marketing plan
ú is another name given to this branch of ÷ To help launch a new product or
accounting because its emphasis on analyzing & service, expand into the new
providing operational information markets
÷ To determine which portion of the
4. Job Costing (Expenses) population will purchase a product,
7 the important determinant in forecasting the staffing needs based on variables like age, gender,
for the budget year is the projected volume of work location, & income level

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II. 4 BASIC ACCOUNTING PRINCIPLES ý it tries to answer a simple question: <How

÷ PRIMARY TASK: to provide financial information by an much do I owe?=
effective accounting system, that are extracted by the ú it refers to the net amount of funds
managers invested in a business by its owners & any
retained earnings
÷ an effective accounting system provide managers with 3 types
information, which are the ff: ý consists of 2 parts:
A. Internal reporting to managers, for the used in i. Liabilities
planning & controlling current operation ý are the same for all
B. Internal reporting to managers for used in strategic enterprise and consist of
planning bills owned or other
C. External reporting to stockholders, government & financial obligations of the
other outside parties owner
ú they are ideally met during the induction > Ex: Mortgage
ii. Stockholder equity (Retained
earnings)
4 basic accounting principles are the ff:
1. Business Organization ý it refers to the remaining /
2. Accounting Specialties retained value of the
3. The Accounting Equation company, depending on
4. Recording of Financial activity the type of corporate
structure
ý last question to ask: <How
1. Business Organization
much is left over?=
ý for accounting & tax purposes, corporation may be further
differentiated FORMULA FOR COMPUTING EQUITY FOR
ý if they are privately owned & the profits from the enterprise PROFIT & NON-PROFIT
are distributed to the owners, they are called for non-profit A. For Profit:
companies & subject to all taxes
ý not for profit corporation that are sponsored by government,
Assets = Equities (Liabilities + Stockholder equity)
charitable religious or educational organization to serve a
social cause have a special tax exempt status
B. Not for Profit:
2. Accounting Specialties
ý Accounting is divided into 2 broad categories: Assets = Equities (Liabilities + Retained earnings)
A. Financial accounting
ý is primarily dedicated to recording the
bottom line financial position of the 4. Recording of Financial activity (Accounting Transactions)
organization ý one additional concept is important to understanding the
ý it is often referred to as a Score keeping principles that guide accounting
function ý this is the method used to record & report income & cost
ý FUNCTION: is on the cash flow & financial ý 2 standard techniques are used for this purpose:
position of the firm A. Cash basis (Revenue Recognition)
B. Cost accounting (Managerial accounting)
ý is the simplest method but it does not
ý has the primary objective of providing the provide any information to the manager
manager with operation to operate the about the operation of the company (cash-
business in & out)
ý Managerial accounting is another name ý this is usually used in small businesses
given to this branch of accounting because o Revenue is recorded &
of its emphasis on analyzing & providing recognized when cash is
operational information ³ EXPENSES & received from customers
PROFIT B. Accrual basis (Expense Recognition)
ý which attempts to measure net income for
3. The Accounting Equation a particular period by matching expenses
ý the balance sheet provides a snapshot of the economic against revenue (forecasting)
status of the business at a specific time ý this is usually used in large businesses
ý the vital information that makes up the balance sheet are the ý invoices & bills are usually used
ff: o Expenses are recorded &
A. Assets recognized when cash is paid to
ý they are the resources that the firm uses the suppliers & employee
to conduct its business ý CORE UNDERLYING DIFFERENCE BETWEEN THE 2
ý they are consumed or expire in the day to METHODS: Timing of transaction recordation
day operation of the enterprise
ý it tries to answer a simple question: <How III. PROFIT & COST CENTER
much do I have?=
ú these are anything valuable that the ÷ Profit center (Income-generating department)
organization owns ý refers to those departments with billable service
> Ex: Equipment, Machineries, > Ex: Radiology, Laboratory, & Nursing
Land, Buildings, Intellectual Department
property ÷ Cost centers
B. Equities ý are areas that provide services that benefit the entire
ý claims on the assets of the organization, institution BUT does not directly assign individual
such as bills and owner interest chargeable items that would generate income
ý it refers to the remaining value of an > Ex: Dietary, Housekeeping, & Engineering
owner9s interest in a company that is after
all liabilities have been deducted

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IV. SOURCES OF REVENUE ý a semi-variable cost is an expense, which

÷ in hospital-based laboratories revenue has traditionally been includes a mixture of fixed and variable
divided into 2 sources to simplify the accounting process: components
A. In patient ý these costs vary (change) with output, BUT
B. Out patient not in direct proportion
÷ it can be further subdivided depending on the volume of income > Ex: Hiring seasonal employees,
generated from various sources through tests, such as:
Commissions of salespersons, Monthly
1. Captive revenue tests
ý tests in which patient have no choice of telephone charge / bill, Repair &
location (Convenience or no choice) maintenance
ú Inpatients, Outpatients, Emergency ú Semi-variable costs can be represented on a
department patients graph & this would appear as follows:
2. Discretionary tests
ý those in which the client may select the
location (Preference)
ú Generated through Marketing
V. RATE SETTING (GENERATING REVENUE)

÷ the Rate Setting Techniques are the ff:
A. Hourly rates method
ý is used to set charges for the use of
C. Variable costs
specialized areas such as surgical, suites,
labor & delivery rooms ý responds directly to any changes in workload
B. Surcharged / Cost plus ý a variable cost varies in direct proportion with
ý is the most common procedure for the level of output
> Ex: Raw materials that are used as
establishing a charge & the method most retail
components of the end-product, Direct
businesses use (charge extra fee)
C. Weighted-value basis labor, Packaging costs, Royalties
ú Variable costs can be represented on a graph
ý is of more theoretical than practical use
& this would appear as follows:
because of its complicated & difficult
formulation (multiplied to a factor)
D. Historical method
ý is based on the rate of inflation & income
needs
E. Competition & Rate control (Benchmarking)
ý is based on the competition from other
laboratories (comparison)
D. Total costs
VI. TYPES OF COSTS ý refer to the total financial outlays rise in
÷ Costs proportion to the number of procedures
7 usually classified according to their relationship with performed
the level of output of the firm ý are the sum of fixed costs, semi-variable costs
÷ the ff. Types of Accounting Laboratory costs defined are in and variable costs for any particular level of
relation to how they change in value as the level of output output
varies: > Ex: Salary of manpower, Cost in
A. Fixed cost calibrating reagents to run test samples,
ý refers to the expenses that do not fluctuate Rent & property taxes
when the volume of work changes on a daily ú Total costs can be represented on a graph &
basis this would appear as follows:
> Ex: Salary of manpower, Cost in
calibrating reagents to run test samples,
Rent & property taxes, Office salaries,
Insurance, Depreciation
ú Fixed costs can be represented on a graph &
this would appear as follows:
E. Direct cost
ý refers to the cost that can be traced to a
particular procedure for which the laboratory
can generate revenue
ý is any cost, which is directly related to the
output level of a particular product or
B. Semi-variable costs
department
ý are costs that rise in steps, based on more > Ex: Direct materials & supplies, Direct
gradual changes in workload labor

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F. Indirect cost (Indirect overheads / Administrative C. BREAK-EVEN POINT & PROFIT REQUIREMENTS
costs) ÷ in performing this formula, you are able to determine when a
ý refers to the expenses shared by any product becomes profitable
components of the institution ÷ if the laboratory has a policy that any feasibility study must
include a predetermined profit level (P), then equation may be
ý is any cost, which cannot be linked with the modified slightly to include this factor:
output of any particular product or department
> Ex: QC costs, Insurance, Allowances
�㗃+�㗄 �㗃+�㗄
VII. BREAK-EVEN ANALYSIS T= R=
÷ it refers to the cost accounting that provides methods for the �㗃2�㗄 �㗃�㗄
application of financial information to the evaluation group of
techniques Where:
R = revenue in dollars needed to break even
÷ it identifies the point in sales volume at which revenues match F = total fixed costs of the laboratory
total costs and it is particularly used when calculating CM = contribution margin ratio, calculated as (A-V)/V
participation in managed care programs �㗃 2 �㗄
÷ it uses different formulas that determine the ff: �㗄
A. Break-even point in Test Volume A = average revenue generated per test
B. Break-even point in Revenue V = variable cost per test performed
C. Break-even point & Profit Requirements D. GROSS PROFIT (GROSS MARGIN)
÷ TAKE NOTE: ÷ this ratio determines the excess of sales above the direct costs
o When total costs are greater than (>) total revenue involved in producing a product or service, either by individual
the firm makes a loss test OR for the entire laboratory
o When total costs are less than (<) total revenue the ÷ this calculation is useful in establishing pricing levels & marked
firm will make a profit shares
÷ Break-even Point (Break-even Quantity)
÷ Labor costs (salaries & wages)
7 we are at the equilibrium
ý represent the largest single item in the laboratory
7 the business does not make a profit, or it doesn9t gain budget
loss
7 this is the point in which the Total cost & Total
Revenue 3 direct cost = Gross profit
revenue are equal
ú it determines the sales9 volume of the business needed to start
making a profit based on the Fixed cost, Variable cost, &
Selling price VIII. SALARY BUDGETING
÷ it is a document that lists every position authorized along with
A. BREAK-EVEN POINT IN TEST VOLUME the name of the individual filling each job, maintained &
÷ to calculate the break-even point in test volume, use the ff. monitored by personnel, & payroll
formula:
÷ the normal reports associated with the budgeting process using
financial & accounting information
�㗃
T=
�㗃2�㗄
REFERENCES:
Where: ò McPherson, Richard A. (2017), Henry9s Clinical Diagnosis
T = number of tests that must be sold to break even
F = total fixed costs of the laboratory and Management by Laboratory Methods, 23rd Edition,
A = average revenue generated per test Elsevier Health Sciences
V = variable cost per test performed
ò Garcia, Lynne S (2014), Clinical Laboratory Management,
B. BREAK-EVEN POINT IN REVENUE 2nd Edition, American Society for Microbiology
÷ to calculate the break-even point in revenue, use the ff. formula: ò Varnadoe, Lionel A. (2008), Medical Laboratory
Management and Supervision: Operations, Review, and
R= �㗃
�㗃�㗄 Study Guide, 2nd Edition, PriorityEd.com
Where: ADDITIONAL INFO:

R = revenue in currency used (depending on which country) ò Retrieved from:https://quizlet.com/514081853/laboratory-
needed to break even
F = total fixed costs of the laboratory management-finals-flash-cards/
CM = contribution margin ratio, calculated as (A-V)/V ò Retrieved
�㗃 2 �㗄
�㗄 from:http://textbook.stpauls.br/business_textbook/operati
A = average revenue generated per test
onsmanagement_student/page_28.htm
V = variable cost per test performed

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OLFU Material Management 2021-2022

LEC 12 1ST Semester
Outline Purchasing Process Overview

At the end of the session, the student must be able to learn: A. Purchase Request
I. Material Management B. Purchase Quotation
A. Purchasing C. Purchase Order
1. Sequence of Purchasing D. Goods Receipt PO
2. Purchasing Process Overview E. A/P Invoice
B. Stockroom F. Outgoing
C. Goals of Material Management
II. Product Research & Specification (Enquiries &
Quotation)
A. Laboratory Supplies & Equipment
B. Purchasing of Supplies
III. Purchase Order
IV. Receiving & Accounts Payable
÷ Documentation needed in MMS
V. Records & Inventory Control
A. 3 Methods to Track inventory levels
B. Low & High points / limits
o Primary Factors to Determine these limits
C. LIFO, FIFO, & FEFO Issue Methods
VI. Stock Replenishment Techniques
II. PRODUCT RESEARCH & SPECIFICATION (ENQUIRIES &
VII. Financial Control Inventory
QUOTATION)
A. Economic Order Quantity (EOQ)
B. End of Period Inventory (EOP) ÷ in order to determine the best products for laboratory use, time
C. Retention of Title (ROT) must be spent on product research, leading to the development
of product specifications
ú purchase process is initiated by a purchase request
I. MATERIAL MANAGEMENT ú product research & specification will be summed up by the
÷ this covers the overview for the purchasing & the warehouse Enquiries & Quotation
÷ at the hospital level, these 2 functions are handled by a ú ample time must be given to do the product research, in order to
centralized material management department organized into 2 determine which products are suitable, practical, & which
sections: products are the best for laboratory use
A. Purchasing ÷ Product Specification
ý oversees the ordering of supplies & the 7 prepared after such a study help assure adequate
processing of invoices from vendors quality of purchased reagents & supplies
B. Stockroom (Warehouse) ÷ a similar process of evaluation & product specification is
ý maintains security and inventory levels & issues necessary prior to purchase of major equipment
supplies throughout the facility ÷ in addition, the following considerations are important:
÷ Goals of Material Management o Written specifications must include a detailed
o Supplies arrive in a timely manner description of the required equipment; specifications
o Spoilage is reduced to a minimum must never be made by verbal agreement
o Back orders and delays are avoided o On site visits to see equipment operating in other
o Storage space is used to the best advantage laboratories is encouraged
o The most economically advantageous price is obtained o An environment necessary to accommodate the
o Financial resources are not tied up in inventory equipment must be prepared in advance
o A more complicated decision is whether to buy major
PURCHASING equipment
÷ clinical laboratories, as a business, require raw materials for o Complete instruction manuals should be obtained with
successful operation the instruments & preventive maintenance manuals
÷ whereas, equipment idled by breakdowns of lack of supplies is should be available
an economic less for business, the same situation in the clinical
laboratory can seriously interfere with the delivery of patient care LABORATORY SUPPLIES & EQUIPMENT
÷ it is the 1st stage / phase of material management
ú procurement of goods & services from external agencies
ú is a concept that is concerned with bringing materials from
outside an organization to the point of production & moving in
the processes inventory
Sequence of Purchasing

lOMoARcPSD|18156789
[LMGT211] 3.02 Material Management | Prof. Jonna E. Agabe Tacsay, RMT, MSMT
3 Pieces of Information must agree before the company9s bills will

be paid by the most accounts payable systems
÷ The purchase request must agree with the invoice
÷ The invoice must agree with the packing slip
÷ They must all agree with the final bill from the company
DOCUMENTATION NEEDED IN MMS

A. Enquiries
7 start point of a sale or purchase process
7 lead to getting information from a vendor/supplier
for the requirement at hand
7 in order to get a quotation, place the order and
receive the requirements
ú it becomes a vital document that will provide
general & essential information, either from the
vendor or supplier
PURCHASING OF SUPPLIES o lead to establishing a connection with the
÷ Supplies right vendor/supplier
7 for budgeting purposes, they are products that meet B. Quotations
specific time requirement & price criteria 7 consist of various pieces of vital information of a
7 moreover, supplies may be classified as: requirement towards a sale/purchase
o items that are consumed within 1 year or 7 stated important information are the ff:
have a shelf life of less than 1 year o Price, Delivery times, Delivery details,
o items consumed within 1 year, as Payment terms, Taxation, etc.
established by the comptroller even though 7 on a quotation being accepted, an order is placed
their shelf life exceeds 1 year for the requirements
7 it is a very common term in material management
÷ Capital Items which refers to 2 numbers:
7 they are items that fall outside these criteria 1. The highest bid price
ú they are items that talk about the properties that has a 7 refers to the price that a buyer is
long-term effect on the business, or is usually financed willing to pay for security
over a period of years 2. The lowest ask price
> Ex: Building, Machinery, Equipment, Legal 7 refers to the price that a seller is
rights willing to receive
o DIFFERENCE BETWEEN THE TWO:
Considerations in Purchasing Supplies Bid-ask Spread
7 an excellent method of doing this & can save the laboratory ú it will serve as a ground basis on what to purchase,
time & money is through a purchase order how to sell, & how to re-value the supplies/service
o Only authorized staff members who are familiar with delivery
the quality of service & reliability of supplies should C. Orders
place orders ³ PURCHASER 7 (in business or commerce) it is a stated intention,
o Delivery schedules are a major factor in determining either spoken or written, to engage in a commercial
whether a purchasing system is in or out of control transaction for specific products or services
o High use items should be delivered frequently 7 when the purchase order of the buyer & the sales
order of the seller agree, the orders become a
contract between the buyer and seller
III. PURCHASE ORDER
D. Invoices (Bill)
÷ a document authorizing the purchase of a product or service 7 a commercial document issued by a seller to the
from a vendor buyer
o from an buyer9s POV: the orders expresses the o it indicates the products that has been
intention to buy, it is referred to as 8Purchase order9 bought, quantities, & agreed prices for
o from a seller9s POV: the orders expresses the products or services the seller has
intention to sell, it is referred to as 8Sales order9 provided the buyer
÷ Purchase order could be classified as the ff: 7 an invoice indicates the sale transaction only
A. Release Order & manuals ú they are also referred to as 8receipts9
7 it is the point in which the company agrees to
deliver goods at a predetermined price notified V. RECORDS & INVENTORY CONTROL
by the laboratory
B. Standing Order ÷ it is the last stage / step in the Purchase process
7 it is an annual contract in which the companies ÷ Inventory Management is a continual process of:
agree to deliver goods at a predetermined price o Checking stock levels
& on an established schedule o Rotating stock to ensure freshness or ordering supplies
in sufficient quantities to meet current needs
o Minimizing the cost of carrying inventory
IV. RECEIVING & ACCOUNTS PAYABLE
÷ Inventory Check is performed at least once a year
÷ goods should be unpacked & inspected as soon as possible to ú GOAL OF INVENTORY MANAGEMENT: to have the right
ensure that everything is delivered or that some products placed at the right time
acknowledgement of back ordered items is made
÷ damaged or defective goods should be identified early in order 3 METHODS TO TRACK INVENTORY LEVELS
to assure replacement credit A. Perpetual System
ú these refer to the general ledger entries recorded if you are using 7 it keeps account of the inventory each time a product
accrual accounting is used
ú these are the invoices, whether you buy a product or sell them ú there is a use of log books & ledgers
ú both accounts are recorded when revenues & expenses are B. Periodic System
inquired, not when cash is exchanged 7 more common at the bench department level
7 once a week or at another specified time, the stock
level is counted & appropriate supplies are ordered

lOMoARcPSD|18156789
[LMGT211] 3.02 Material Management | Prof. Jonna E. Agabe Tacsay, RMT, MSMT
ú there is a scheduled time that needs to be followed VII. FINANCIAL CONTROL INVENTORY
C. Random Checks
÷ since supplies are the second largest cost incurred by the
7 used to document the value of supplies at a specific
laboratory, much attention has been given in monitoring &
time
controlling supply expenses
7 this snapshot verification procedure is a key part of
÷ Operations Research
financial accounting
7 is a special management science that has been
7 it is especially useful in confirming the accuracy of
developed several techniques & formulas for
perpetual systems, which can easily be distorted if not
managing inventory:
meticulously maintained
A. Economic Order Quantity (EOQ)
ú it is usually checked by an Internal checker
7 it answers the question of <How
much to order at one time?=
INVENTORY SYSTEMS ARE SET AT LOW & HIGH POINTS
ú it is applied through a Perpetual
A. Low Level
system type of inventory
7 that point at which on hand supplies are sufficient to
B. End of Period Inventory (EOP)
carry the laboratory through until goods on order are
7 also referred to as the Reorder
received
Point which provides the base or
B. Upper Limit
safety level for reordering inventory
7 that level which will meet the laboratories requirement
ú it is applied through a Periodic
for a longer period of time, such as several months to
system type of inventory
a year
C. Retention of Title (ROT)
ú it is also known as the <Reorder quantity,= which is
7 which helps establish the best times
referred to as the safe stocks before reordering once
to order to take advantage of the
again
EOQ & EOP
ú it is a straightforward retention of title
Primary Factors Determining the said Limits:
clause within a contract of sale which
o Anticipated delivery time for each item
means that the ownership remains
o Available storage space
with the supplier until full payment for
o The shelf life of the item
the goods has been received
o The anticipated rate of usage
IN ORDER TO DETERMINE THE EOQ, EOP, ROT:
LIFO, FIFO, & FEFO ISSUES METHODS
1. Annual Usage
÷ Inventory management
7 determining level of inventory needed is based on the
7 is a crucial function for any product-oriented business workload of the laboratory
÷ Common inventory handling methods include: 2. Average Daily Usage
A. First In, First Out (FIFO) 7 can be obtained by dividing the amount of supplies
7 inventory items are sold in the order they are ordered in a year by 365 days
purchased 3. Cost of Ordering
7 it is the most common technique 7 the cost of running a centralized purchasing
B. Last In, First Out (LIFO) department is directly tied to the number of purchase
7 last to enter the system are sold first orders placed, & the associated work involved with
7 common among non-perishable items keeping track invoices as products are shipped and
> Ex: Hardware items, Petroleum, received
Minerals, & Metals 7 obtained by dividing the expenses of the purchasing
C. First Expired, First Out (FEFO) section by the number of purchase orders issued
7 materials are sold based on date they should be 4. Annual Holding Cost
consumed (expiration date), regardless of when 7 involves decisions based on bulk orders, space
it was purchased utilization, & whether it is better to have the product on
hand or in the supplier9s warehouse
VI. STOCK REPLENISH TECHQNIQUES 7 when the vendor is holding the stock, the institutions
÷ 2 techniques are available for determining how & when to money is available for the purposes
replenish stock: minimum-maximum & just in time 5. Cost per Unit
replenishment strategies 7 a straightforward calculation once the decision has
A. Minimum-Maximum (Min-Max method) been made as to be the best price available
7 one method for determining when and how much 7 factors such as quantity discounts & container size
to reorder is to establish a set point at which affect this decision
inventory is to be recorded and a reorder to level 7 dividing the purchase price by the container size
to be maintained provides this value
o Minimum value 7 it is the best unit price available for the product / item,
7 is a representative of a stock as well as for service deliveries once overall expenses
level that prompts a reorder are all accounted for, to predict profit for each item
o Maximum value 6. Lead Time
7 is a representative of a new 7 the amount of lead time, or advantage notice, needed
targeted stock level that between placing an order & its arrival is an especially
follows the reorder important consideration
B. Just in Time (JIT) 7 influences the minimum inventor that must be kept in
7 a major technique developed by manufacturers stock, as well as the quantity that needs to be
to take advantage of inventory management requested
opportunities is a Japanese model called 8Just
in time Ordering9
ú it was originated in Japan, in response to their
country9s limited resources REFERENCE:
ú it means that goods are received from suppliers
ONLY as they are needed
ò Prof. Jonna9s lecture & notes
ú MAIN OBJECTIVE: to reduce inventory holding
cost & increase inventory turnover

lOMoARcPSD|18156789
OLFU Management of Laboratory Operations 2021-2022

LEC 13 1ST Semester
Outline
At the end of the session, the student must be able to learn: C. Staffing Process
I. Management Laboratory Operations ý the setting of a long-term goals & objectives for the
÷ Objective of Policy & Procedure Manual number & types of personnel needed to meet the labor
1. Policies requirements of the laboratory
2. Procedures ú it depends primarily on work requirements, as well as
3. Staffing Process the workload or the bulk of tests & services being done
4. Scheduling Process per schedule or per shift
÷ General Comments on Staffing & Scheduling
o Rotation Plan of the Staff D. Scheduling Process
II. Safety Management ý matching the people presently working in the laboratory
A. Occupational Health & Safety with current workload requirements
B. Roles of Individual VS Employer ú must be consulted to the staff members, in order for
C. Structural Requirements them to know whether there are certain considerations
III. Hazards & Risks in the Laboratory or adjustments that they need to take into account (e.g.
A. Biological Hazards vacation-leave, requests for time off of work, seminars,
1. Methods & Compliance / Protective training)
Measure & Procedure o STEPS IN MAKING SCHEDULE:
2. Universal Precaution 1. Plan a schedule management
3. Personal Protective Equipment (PPE) 2. Define activities
B. Sharp Hazards 3. Sequence activities
C. Chemical Hazards 4. Estimate activity resources
1. Right to Know Regulations 5. Estimate activity durations
2. Hazards Identification System (NFPA 6. Develop schedule
Diamond)
3. NFPA Hazardous Materials Classifications GENERAL COMMENTS ON STAFFING & SCHEDULING
D. Radioactive Hazards ÷ Based on the practice of 8-hour shifts which depend upon the
E. Electrical Hazards demand & the availability of personnel
F. Fire / Explosive Hazards ÷ Largest number of personnel is assigned during the first 8-
1. RACE hour periods
2. Fire Fighting Strategies o morning shift is where most of the bulk of workload is
3. Fire Fighting Equipment usually present, making it the most demanding
4. Types of Fire & Fire Extinguisher ÷ Provision is made to increase staff during the night shift
5. PASS especially in times of emergency
G. Physical Hazards
IV. Management of Safety Laboratory Rotation Plan of the Staff
A. Laboratory Safety Management A. Determine the day-off schedule
1. Solid Wastes B. Be aware of the schedule of leave:
2. Non-hazardous Wastes o sick, maternity, vacation, emergency, or absence w/o
B. Waste Management leave
1. Biodegradable Waste ÷ being aware of the staffs9 schedule of leave
2. Non-biodegradable Waste will help minimize the same days off
3. Hazardous Waste C. Note the availability of reliever
C. Proper Disposal of Laboratory Waste D. Determine the rotation
1. Laboratory Waste
2. Radioactive Waste II. SAFETY MANAGEMENT
3. Biological Waste
÷ Safety protocols are provided by the employers to the workers
or employees
I. MANAGEMENT OF LABORATORY OPERATIONS ú these protocols are being standardized by the Occupational
÷ this gives an overview & an idea on how the laboratory operates Safety & Health Administration (OSHA)
÷ ideally, minimum health standard protocols are expected to be ú the employers provide these protocols by setting & enforcing
maintained & delivered at all times standards & by providing training, outreach, education, &
assistance
OBJECTIVE OF POLICY & PROCEDURE MANUAL
A. Policies OCCUPATIONAL HEALTH & SAFETY (OSH TRAINING)
ý are general statements of understanding which guide, ÷ a cross-disciplinary area concerned with protecting the health
or channel thinking & action in decision making & safety of people engaged in work / employment
ý it provides channels or gateways in order to probe our ÷ as secondary effect, it may also protect coworkers, family
critical thinking & analysis skills members, employers, customers, patients, suppliers, nearby
ú it pertains to the do9s & don9ts in operating the communities, & other members of the public who are impacted
laboratory by the workplace environment
B. Procedures The Role of the INDIVIDUAL The Role of the EMPLOYER

ý are plans that establish a required method of handling Make sure that the
future activities Must always be responsible employees have proper
ý are truly guides to action, rather than to thinking, & they for their safety; by strictly training, support,
detail the exact manner in which a certain activity must 1 5
following the safety equipment (safety
be accomplished
protocols equipment), workload,
ú are ways or manners of taking action or simply,
completing a task enough manpower,

lOMoARcPSD|18156789
[LMGT211] 3.03 Management of Laboratory Operations| Prof. Jonna E. Agabe Tacsay, RMT, MSMT
available & accessible ÷ to prevent infection, one must know how organisms are
resources & environment transmitted
Must follow the rules & use Ensure that the workplace ÷ POSSIBLE INJURIES: Bacterial, Fungal, Viral, Parasitic
2 6 infections
equipment properly is safe
Ensure that the workplace
3 Epidemiologic Triad:
is safe 1. Source
7 location of potentially harmful organism
STRUCTURAL REQUIREMENTS o PREVENTION:
A. Safety factors should considered in the design & layout of the ÷ Hand washing
building ÷ Biohazardous waste disposal
1. Entrance & exit route ÷ Decontamination
2. Blockage of hallways & doors ÷ Specimen bagging
3. Location of sprinklers & fire extinguishers 2. Transmission
4. Storage of flammable materials 7 Direct contact
5. Ventilation system 7 Indirect Contact
7 Vector-borne
B. The following must be considered in the floor plan layout &
7 Inhalation of Infected materials / Air-borne
workplace design
7 Droplet
1. Separate clinical & administrative offices from areas
7 Ingestion
with hazardous materials
o PREVENTION:
2. There should be a system in the delivery & storage of
÷ Hand washing
potentially hazardous materials
÷ Personal Protective Equipment (PPE)
3. There should be a proper ventilation system
÷ Aerosol Prevention
4. Accessibility of special safety equipment fume hoods
÷ Sterile / Disposable Equipment
& first aid stations
÷ Pest control
3. Host
III. HAZARDS & RISKS IN THE LABORATORY 7 becomes another source
÷ Risk o PREVENTION:
7 is the degree of likelihood of a ÷ Standard Precaution
hazard causing harm ÷ Immunization
ú it is the chance / probability that a ÷ OSHA guidelines
person will be harmed or ÷ Healthy lifestyle
experience an adverse health ÷ Exposure Control Plan
effect if exposed to a hazard ÷ Post-exposure Prophylaxis
ú it may also apply to situations with
property or equipment loss, or harmful effects on the
environment
7 CATEGORIES OF RISK:
A. Low risk Category
B. Moderate risk Category
C. High risk Category
÷ Hazard
7 it is something that has the
potential to cause harm
ú is any source of potential damage,
harm, or adverse health effects on
something or someone
> Ex: Electricity,
Chemicals, Working up a
ladder, Noise, a Keyboard, Bully at work,
Stress, etc.
7 HAZARDS IN THE LABORATORY:
A. Biological Hazards
B. Sharp Hazards
C. Chemical Hazards
D. Radioactive Hazards
Chain of Infection
E. Electrical Hazards
F. Fire / Explosive Hazards 1. Infectious Agent
G. Physical Hazards 7 it is an organism that cause a harmful infection & may
make a person ill
A. BIOLOGICAL HAZARDS 7 it consist of bacteria, fungi, parasites, & viruses
÷ are also known as Biohazards 2. Reservoir
ú refer to biological substances that pose a 7 this is where germs live & grow
threat to the health of living organisms, 7 it is the origin of agent
primarily that of humans 7 it is the location of any living organism or inanimate
ú they also pertain to: Infectious agents / matter in which an infectious agent normally lives &
materials multiples on which the agent depends primarily for
o Blood-borne pathogens survival, & reproduces itself in such manner that it can
7 any material that be transmitted to a susceptible host
could possibly become contaminated with 3. Portal of Exit
blood 7 this is the time that germs need to find a way to get out
7 must be treated as having potential to carry in the infected person so that it can spread
a pathogen transmitted by blood 7 it is the way to exit the reservoir to continue the chain
÷ are caused by microorganisms of infection

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> Ex: Cough, Sneeze Proper Wearing (DONNING) & Removing (DOFFING) of PPE
4. Mode of Transmission ÷ How to put on (don) your PPE:
7 when the germs are ready to spread it will find a way to
infect one person to another example is your hands,
mouth, & nose
> Ex: Direct Contact, Indirect Contact, Vector-
Borne, Air-Borne, Droplet
5. Portal of Entry
7 germs needs to find a way to infect a target host
7 it includes the mucous membranes of the nose, mouth,
and eyes, breaks in the skin, & open wound
Methods of Compliance / Protective Measure & Procedure

1. Adoption of universal precaution policy
2. Engineering & work practice controls
3. Personal protective equipment
4. Housekeeping techniques
Universal Precaution
÷ All human blood, tissue & most fluids are treated as if known to
be infectious for HIV, HBV, & other blood borne pathogens
1. Barrier protection
2. Gloves
3. Face Protection
4. Protective Body clothing
5. Wash hands
6. Avoid accidental injuries
7. Proper disposal
Personal Protective Equipment (PPE) ÷ How to take off (doff) your PPE:
1. Gloves
7 is a garment covering the whole hand
7 is usually have separate sheaths or openings for each
finger & the thumb
7 Latex, nitrile rubber or vinyl disposable gloves are
often worn by health care professionals as hygiene &
contamination protection measures
2. Face & Eye Protection

7 must be worn when potential exists for contamination
of mucous membranes
7 GOAL: to provide protection of the eyes, nose &
mouth, protection may consist of one of 2 choices:
o Eye protection (that includes side shields) &
a face mask
o A chin length face shield only
3. Mask (Face mask)

7 is also known as a surgical mask
7 is intended to be worn by health professionals during
healthcare procedures
7 it is designed to prevent infections in patients &
treating personnel by catching bacteria shed in liquid
droplets & aerosols from the wearer's mouth & nose
4. Protective Body clothing

7 disposable clothing worn to create a barrier between
blood, bodily fluids, or respiratory secretions
B. SHARP HAZARDS
÷ they can create a cut in the skin which
allows contact between blood, or fluids
÷ the risk of infection after exposure to
infected blood varies by blood borne
pathogen
ú they also pertain to: Needles, Lancets,
Broken glass
÷ POSSIBLE INJURIES: Cuts, Punctures,
or Blood-borne pathogen exposure

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C. CHEMICAL HAZARDS
÷ refer to the substance/s that has the
potential to cause harm to life or health
÷ Chemicals are widely used in the home &
in many other places
÷ they also pertain to: Preservatives &
Reagents
÷ POSSIBLE INJURY: Exposure to toxic,
carcinogenic, or caustic agents
Right to know Regulations

1. Occupational Safety & Health Administration (OSHA)
7 the government agency responsible for developing &
enforcing regulations governing safety in the
workplace
ú assures that there is a safe & helpful working
conditions
2. Material Safety Data Sheets (MSDS)

7 a document required by OSHA detailing safety
information about each hazardous substance NFPA HAZARDOUS MATERIALS CLASSIFICATIONS
ú instructions or information written in MSDS depends (SUMMARIZED)
on the manufacturer YELLOW RED
ú information contained in an MSDS includes the ff: QUADRANT WHITE BLUE QUADRANT
o Physical & Chemical characteristics (Reactivity / QUADRANT QUADRANT (Flammability /
o Fire & Explosion Potential Stability (Specific Hazard) (Health Hazard) Combustibility
o Reactivity Potential Hazard) Hazard)
o Health Hazards & Emergency First Aid Normal Will not
Procedures 0 Stable OXY Oxidizer 0 0
material burn
o Methods for Safe Handling & Disposal
o Primary Routes of Entry
Unstable if Slightly Above 200¡
o Exposure Limits & Carcinogenic Potential 1 ACID Acid 1 1
heated hazardous F
CHEMICAL SPILLS Violent

Below 200¡
1. If there9s skin contact: flush the area with large amount of water 2 chemical COR Corrosive 2 Hazardous 2
F
change
2. Remove contaminated clothing
Shocks &
Use no Extreme Below 100¡
CHEMICAL LABELLING 3 Heat may W 3 3
Water danger F
deteriorate
1. Poisonous
2. Corrosive May Below 73¡
4 4 Deadly 4
3. Carcinogenic deteriorate F
4. Flammable
CHEMICAL HANDLING DEGREE OF HAZARDS:

0 Minimal Hazard
1. Chemicals should never be mixed together
1 Slightly hazardous
2. Chemicals should be added in the order specified in the
2 Moderate hazardous
instruction
3. Prepare reagents under fume hood 3 Seriously hazardous
4. Do not pipette by mouth 4 Extremely hazardous
CHEMICAL STORAGE D. RADIOACTIVE HAZARDS

ú refers to the exposure to very high
÷ the most important rule: to make sure that any chemicals or
wastes stored together are compatible with each other levels of radiation, such as being close
÷ NEVER store the following types of wastes near each other: to an atomic blast, which can cause
o Acids & bases reagents acute health effects such as skin burns
o Organics & acids & acute radiation syndrome
o Cyanide, sulfide, or arsenic compounds & acids ú they also pertain to: Equipment &
o Alkali or Alkali earth metals, alkyllithiums, & aqueous Radioisotopes
waste ÷ the amount of radioactivity present in the laboratory is very small
o Powdered or reactive metals & combustible material & not dangerous, however the effects of radiation are cumulative
o Mercury or silver & ammonium containing compounds related to the amount of exposure
÷ persons exposed to the radioactive hazards are required to wear
HAZARDS IDENTIFICATION SYSTEM a film badge
÷ this symbol system is use to inform the fire fighters of the hazard ÷ POSSIBLE INJURY: Radiation exposure
that they may encounter inside the laboratory
÷ developed by National Fire Protection Association (NFPA) E. ELECTRICAL & FIRE / EXPLOSIVE HAZARDS
÷ diamond shaped, color coded symbol ÷ 2 MAJOR HAZARDS IN THE LABORATORY:
÷ show magnitude of severity from 0-4 1. Physical harm from shocks or burns when a person
comes into contact with an electrical sources
2. Dangers from fire caused by heat & sparks generated by
malfunctioning wiring or equipment

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÷ Recommended Safeguards from National Fire Protection

Association (NFPA)
o Extension cords adapters should not be used
o Equipment should not be operated with wet hands
o Report dangerous conditions such as frayed cords &
overloaded circuits to the appropriate persons
o Circuit breakers should be labeled & conveniently
located
o Electrical equipment should not be used in areas with
flammable materials
o There should be a constant electrical safety checks
÷ Recommended Procedures in Dealing with Electrical
accidents
o Never directly touch a person who is in contact with a live
wire or equipment
o Unplug the electrical source
o Separate the victim from the live wire by using
nonconductors like wood & plastic
Types of Fire & Using the correct Fire Extinguisher
o Protect victim from clinical shock by covering him with
coat until help arrives CLASSES COMPOSITION TYPE OF EXTINGUISHING
OPERATION
OF FIRE OF FIRE EXTING. MATERIALS
ELECTRICAL HAZARDS Class A Pressurized
÷ are hazards wherein when a dangerous Class A Water (Acid
Wood,
water) / Soda
condition such that a contact or equipment Paper,
failure, can result in electric shock, arc- Clothing Dry
Class ABC
flash burn, thermal burn, or blast Chemical
÷ they also pertain to: Ungrounded or wet P
A
equipment, frayed cords Class Foam Foam
Class B Flammable S
÷ POSSIBLE INJURIES: Burns or Shock S
organic Class Halon Halon
chemicals:
FIRE / EXPLOSIVE HAZARDS
Grease, Carbon
ú are workplace hazards that either Gasoline,
Class BC
Dioxide
involves the presence of a flame, Paints Dry
increase the probability that an Class ABC
Chemical
uncontrolled fire will occur, or increase
Class C Class Halon Halon
the severity of a fire should one occur
Electrical
ú they also pertain to: Open flames, Carbon
equipment, Class BC Cover
organic chemicals Dioxide
Motors, burning
÷ POSSIBLE INJURIES: Burns or Switches Dry material
Class ABC
dismemberment Chemical with
Sand or Dry extinguishi
What to do in Case of Fire (RACE) Class D None ng agent
Combustible powder
(scoop,
÷ Rescue metals,
Dry sprinkle)
7 rescue anyone in immediate danger Magnesium Class ABC
÷ Alarm Chemical
7 activate the institutional fire alarm system
÷ Contain Electrical
Carbon
7 close all doors & potentially affected areas Class E equipment & Class BC
Dioxide
÷ Extinguish / Evacuate apparatus
7 attempt to extinguish the fire, if possible Liquid
o Extinguish if the fire is SMALL Class K designed to
o Evacuate if the fire is BIG Grease, Oils, prevent
Class K
Fats splashing &
Fire Fighting Strategies Class ABC to cool the
÷ Construction fire
o Building structure
o Fire resistant construction material HOW TO USE A FIRE EXTINGUISHER (PASS)
o Lay out plan for entrance & exits
o Storage of flammable materials
÷ Flammable chemicals should be stored in safety cabinets &
explosion proof refrigerators
÷ Gas cylinders should be located away from heat
Fire Fighting Equipment

1. Fire resistant building materials
2. Automatic sprinklers
3. Self-closing doors
4. Fire hydrants
5. Fire extinguisher
6. Fire blankets
7. Materials that can be used to prevent fire

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F. PHYSICAL HAZARDS 7 if the waste can9t be neutralized: collect in

÷ are hazards that are factors or hazardous waste containers, then contact
conditions within the environment that licensed disposal company
can harm your health B. Radioactive Waste
÷ they also pertain to: Wet floors, Heavy 1. If the half-life of the radioactive waste is < 90 days
boxes, Patients 7 decay in storage
7 dispose in trash or in sink
÷ POSSIBLE INJURIES: Falls, Sprains, 2. Half-life ³ 90 days
or Strains 7 contact licensed disposal company
÷ GENERAL PRECAUTIONS: C. Biological Waste
1. Avoid running in the workplace 1. Sharps
2. Watch for wet floors 7 contact licensed disposal company
3. Keep long hair pulled back 2. Animal carcasses
4. Avoid dangling jewelry 7 should be incinerated
5. Use closed-toe shoes 3. Infectious waste
7 blood, blood products, pathology waste
IV. MANAGEMENT OF SAFETY LABORATORY products & microbiological waste
÷ Safety equipment should be available in the laboratory shower, 7 should be autoclaved or incinerated before the
waste is disposed in color coded container
eyewash fountains, fire extinguisher, fume hood, fire alarm
with biohazard symbol, or in sink
÷ the following items should be available:
o first aid kit, chemical spill control kit, fire blankets,
safety goggles, face shields, gloves REFERENCES:
A. Responsibility ò Prof. Jonna9s lecture & notes
1. Safety committee
7 assigned to overall development &
monitoring of safety management program ADDITIONAL NOTES:
2. Safety officer o Retrieved from: Prelim notes (WEEK 2) of
7 in charge with the implementation & day-to-
HEMA Lab, IMSE Lab, AUBF Lab, &
day management of the safety program
CCHM Lab
B. The Safety Management Program
1. Policy & procedures
7 all laboratories should have safety manuals
2. Communications
7 to make sure that the person working a
hazardous substance has the information,
proper training to perform the job
3. Disaster plan
7 emergency plan should be established for
fire evacuation
4. Safety audits & inspections
7 safety inspection & drill should be conducted
periodically
5. Accident investigation & accident prevention
7 there should be reporting system for
accidents in lab
LABORATORY SAFETY MANAGEMENT
A. Solid Waste
7 any solid, liquid, semi-solid or contained gaseous
material that is discarded, abandoned, recycled, or is
an inherently waste-like material
B. Non-hazardous Waste
7 are those that pose no immediate threat to human
health & the environment
> Ex: Household garbage
WASTE MANAGEMENT
A. Biodegradable Waste
7 originates from plant or animal sources, which may be
broken down by other living organisms
B. Non-biodegradable Waste
7 cannot be broken down by other living organisms
C. Hazardous Waste
7 potential threat to human health or the environment
when improperly treated, stored, transported &
disposed
PROPER DISPOSAL OF LABORATORY WASTE

A. Laboratory Waste
1. Chemical Waste
7 if the chemical waste is not hazardous:
dispose in trash or in sink
2. Regulated Hazardous Waste
7 if the waste can be neutralized or destroyed
neutralize first: then dispose in the sink

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OLFU Quality Assurance & Laboratory Design 2021-2022

LEC 14 1ST Semester
Outline 7 it focuses on defect identification

At the end of the session, the student must be able to learn: 7 it is under the umbrella of Quality Assurance (QA)
I. Quality Assessment ú it is a system of ensuring precision & accuracy in the
A. Quality Control VS Quality Assurance laboratory by using quality control reagents in every
B. Quality Management series of measurements
C. 10 Steps in QA Monitoring System o it is measured PERIODICALLY, same with
D. Quality Assessment & Improvement the clinical samples
E. Standard Approaches to Quality Leadership & ú it is a system of techniques to ensure with a specified
Management degree of confidence that the result obtained from
1. Total Quality Management (TQM) each series of analysis is true & correct
2. Continuous Quality Improvement (CQI) ú it is a series of analytical measurement
3. Six Sigma o to assess the quality of analytical data
4. Lean ÷ System of techniques
F. Major Features in Quality Management ÷ Uses of tools
1. Philip Crosby ÷ Analytical Phase
2. William Edwards Deming
3. Joseph Duran ÷ Quality Assurance (QA)
4. James Westgard 7 developed out of the limitations of the QC approach &
G. Quality Control Statistics defined quality in health care institutions by the
1. Accuracy success of the total organization, not just individual
2. Precision components of the system in achieving the goals of
3. Data Population patient care
4. Quality Control Charts 7 it is process-oriented
÷ Gaussian Curve 7 it focuses on defect-prevention
÷ Cumulative Sum Graph (CUSUM) ú this is a systemic laboratory program, encompassing
÷ Youden / Twin Plot pre-analytical, analytical, & post-analytical factors
÷ Shewhart Levey-Jennings (LJ) o it monitors excessive variation in:
Chart ÷ Specimen acceptability
÷ Westgard Control Rules / Westgard ÷ Test methodologies
Multirule System ÷ Instruments
5. Methods used for Specialized Laboratory ÷ Reagents
Data Evaluation ÷ Quality control
6. Mean ÷ Personnel competencies
7. Standard Deviation (SD)
8. Coefficient of Variation (CV) QUALITY MANAGEMENT
9. Variations (Errors) ÷ it is a management philosophy & approach that focuses on
÷ Random Error processes & their improvement as the means to satisfy
÷ Systematic Error customer needs & requirements
10. Errors which can be Observed in LJ Chart ú as defined by CLSI & ISO, it is coordinated activities to direct &
II. Workflow & Laboratory Design control an organization with regard to quality
A. 3 Phases of the Testing Process o CLSI
1. Pre-analysis 7 Clinical Laboratory Standard Institute
2. Analysis o ISO
3. Post-analysis 7 International Organization for
B. 3 Categories of the Testing Process Standardization
1. Testing Phase ú 4 MAIN COMPONENTS:
2. Role A. Quality Planning
3. Laboratory Technology B. Quality Assurance
C. Laboratory Design Guidelines C. Quality Control
1. Laboratory Design D. Quality Improvement
2. AO 27 Series of 2007
3. WHO Biosafety Manual Building Blocks of Quality
I. QUALITY ASSESSMENT
÷ it is referred to as the data collection & analysis through which
the degree of conformity to predetermined standards & criteria
are exemplified
o Conformity
7 it is defined as the compliance with
standards & rules / laws
7 it is also defined as in agreement to
accepted standards & criteria
÷ if the quality through this process is found to be unsatisfactory,
attempts are made to discover the reason for this
QUALITY CONTROL VS QUALITY ASSURANCE

÷ Quality Control (QC)
7 relies heavily on quantitative statistical methods that
focuses on the final product as defined by the
standards set by the producer
7 it is product-oriented

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[LMGT211] 3.04 Quality Assurance & Laboratory Design | Prof. Jonna E. Agabe Tacsay, RMT, MSMT
10 STEPS IN QA MONITORING SYSTEM 5. Over-processing 3 too much double

1. Assign responsibility for QA plan checking & revising = slows down the
2. Define scope of patient care production
3. Identify important aspects of care 6. Over-production 3 excessive quantities of
4. Construct indicators product / stocks = inventory waste
5. Define thresholds for evaluation 7. Defects 3 can be dangerous wastes
6. Collect and organize data
7. Evaluate data MAJOR FEATURES IN QUALITY MANAGEMENT
8. Develop corrective & action plan ÷ clinical laboratories, as a business, require raw materials for
9. Assess action; document improvement successful operation
10. Communicate relevant information A. Philip Crosby
7 he was frequently
QUALITY ASSESSMENT & IMPROVEMENT referred to as <Evangelist
÷ to ensure that quality laboratory services are provided, every of quality management=
laboratory should strive to obtain modern equipment, to hire 7 he preached that the
well-trained staff, to ensure a well-designed and safe physical need for quality practices
environment, & to create a good management team in the book Quality is
÷ Quality Systems Management ultimately dispels the concept Free
of <good enough= & promotes one of <it can always be done 7 he propounded the ff:
better=. 1. Quality is free, poor quality is
expensive
STANDARD APPROACHES TO QUALITY LEADERSHIP & 2. Do thing right the first time
MANAGEMENT 3. Zero defects is the only legitimate
A. Total Quality Management (TQM) goal of quality program
7 is a systems approach that focuses on teams,
processes, statistics, & delivery of services/products B. William Etwards Deming
that meet or exceed customer expectations 7 he was the source of
7 continually look for ways to reduce errors (<defect most of the concepts &
prevention=) by empowering employees to assist in methods contained in the
solving problems & getting them to understand their TQM model
integral role within the greater system (<universal 7 he was credited with
responsibility=) providing the Japanese
7 AIM: Long-term success through Customer with the information &
satisfaction training that brought
7 all employees participate them to their position as the <World9s leader
B. Continuous Quality Improvement (CQI) in production of quality products=
7 an element of TQM that strives to continually improve
practices & not just meet established quality standards C. Joseph Duran
C. Six Sigma 7 he established the
7 it is a disciplined data-driven approach & methodology concept that quality is a
for eliminating defects in any process continuous
7 it was first applied & used in Motorola in 1986 improvement process
7 AIM: to be able to achieve a nearly perfection of that requires manager9s
99.99966% defect-free product active pursuit in reaching
7 process improvement program that is a hands-on & setting goals for
process with the single mantra of <improvement= of the improvement
ff:
o Improved performance D. James Westgard
o Improved quality 7 he applied the
o Improved bottom line Shewhart9s Multirole
o Improved customer satisfaction System to the evaluation
o Improved employee satisfaction of quality control data in
D. Lean the medical laboratory
7 this term was coined to describe Toyota9s business 7 he was a professor at
during late 19809s the University of
7 it means creating more value for customers with fewer Wisconsin Medical
resources School & associate director of Clinical
7 AIM: to provide perfect value to the customers that has Laboratories-Quality assurance with the
0 waste (anything unproductive) University of Wisconsin Hospital & Clinics in
7 ultimately designed to reduce waste (non-valued Madison
activities), which means to reduce cost by identifying
daily work activities that do not directly add to the QUALITY CONTROL STATISTICS
delivery of laboratory services in the most efficient or ÷ Accuracy (Validity)
cost-effective ways 7 nearness or closeness of a result to the actual value
7 directly addresses the age-old concept <that9s the way of the analyte when performing a test
we always did it= & look for ways to improve the ú ability of method means exact value
process ú closeness or nearness of test value to original value
7 it has identified 7 wastes, which are the ff:
1. Transportation 3 unnecessary movement of ÷ Precision (Reliability / Reproducibility)
supply or people from one place to another 7 ability of an analytical method to give repeated results
2. Inventory 3 defected delivers, supplier reproduces a value
problem, communication problem, untrained ú ability of method to give repeated result on the same
workers sample that agrees with one another
3. Motion 3 movements within a process ú central tendency, dispersion, location
4. Waiting 3 one of the most common wastes

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E. Westgard Control Rules / Westgard Multirule System

7 it is also referred to in the laboratory as the <Multirule
analysis=
7 it is generally used where 2 levels of control material
are analyzed per run
ú it has formalized the application of multirule
techniques to the medical laboratory
ú rejection or warning rule used to identify or indicate if
the analytical process is out of control
ú it is commonly used
ú it is used with Levey-Jennings Chart
Methods used for Specialized Laboratory Data Evaluation

A. Levey-Jennings Chart
B. Youden / Twin Plot
÷ Data Population C. Multirule analysis
7 used to describe & define the items that are being
studied at a particular time Quality Control Charts (Histograms)
A. Gaussian Curve
QUALITY CONTROL CHARTS
A. Gaussian Curve
7 it is also known as <Normal distribution curve= or
<Bell-shaped curve=
ú it will group any series of measurement in the same
sample in a cluster around the mean in a bell-shaped
curve
7 it occurs when data elements are centered around the
mean with most element goes to the mean
7 the shape of the curve is completely determined by
two parameters:
o Standard Deviation (SD) B. Cumulative Sum Graph (CUSUM)
7 determines the spread /
distribution of the curve
o Mean
7 determines the curves location on
X axis
B. Cumulative Sum Graph (CUSUM)
7 plotted with the accumulated differences from the
mean of individual values with the middle value being
zero
ú calculates the difference between QC results & the
target means C. Youden / Twin Plot
ú helpful in identifying continuous bias 7 the points falling from the center but NOT on the 45¡
ú provides earliest indication of systematic errors & it line is Constant error
can be used within 13s rule 7 the points falling from the center but ON the 45¡ line
ú sensitive to small persistent errors is Proportional error
ú results are out of control when the slope exceeds 45¡
ú MOST COMMON METHOD:
o V-mask (requires computer implementation)
C. Youden Plot
7 it is also referred as <Twin plot= or <Two-mean chart=
or <Two-way average chart=
7 are used to demonstrate & compare the performance
of a laboratory on paired samples with other
laboratories using common control lots or survey
material
ú with x & y axis
ú a 2-mean chart drawn at right angles to one another D. Shewhart Levey-Jennings Chart
with the one set of values on one axis another set of
values on the other axis
ú used to compare results obtained on high & low
control serum from different laboratories
ú displays the result of analysis by plotting the mean
values of a specimen on the ordinate & abscissa
ú it detects systematic error
D. Shewhart Levey-Jennings Chart
7 it is also referred as <SLJ Chart= or <Dot Chart=
7 are control charts used to plot quality control values
against preciously set limits to determine if the
procedure is in or out of control
ú most commonly used chart for QC recording (Clinical
Chemistry)
ú it allows laboratorian to apply multiple rules without
the use of computer
ú graphic representation of the acceptable limit of
variation that can be done manually

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E. Westgard Control Rules (Westgard Multirule System) 2. Systematic error

7 error that influences observations consistently in
one direction
7 affects the ACCURACY of the test
> Some things that could cause
systematic errors:
o Change in reagent lot
o Change in calibration
o Assigning the wrong calibrator
values
o Reagents that were improperly
prepared or are deteriorating
o Pipettor maintenance error (not
adjusted correctly or misaligned)
o A deteriorating photometric light
source in the instrument
ERRORS WHICH CAN BE OBSERVED ON LJ CHART
A. Trend
7 formed by control values that either increase or
decrease for 6 consecutive days
7 MAIN CAUSE: Deterioration of reagents
B. Shift
7 formed by control values that distribute themselves on
one side or either side of the mean for 6 consecutive
days
OTHER TERMINOLOGIES 7 MAIN CAUSE: Improper Calibration of the instrument
÷ Mean
7 statistical tool used to measure systematic error /
accuracy
ú the value of observation that divides the
observation into 2 groups, the midpoint of the
distribution
÷ Standard Deviation (SD)
7 statistical tool used to measure precision or the
dispersion of values around the mean
ú statement of the extent of the variation in any series
of measurements
ú measure of distribution of the range of values II. WORKFLOW & LABORATORY DESIGN
around the mean value or average LABORATORY WORKFLOW
ú to measure the dispersion of values
÷ 3 Phases of the Testing process:
ú inversely related to precision
A. Pre-analysis (Pre-analytical)
ú measures Random error
7 refers to all the activities that take place before
÷ Coefficient of Variation (CV)
testing, such as test ordering & sample collection
7 statistical tool that allows comparison and check B. Analysis stage (Analytical)
on the precision & variability of each method
7 consists of the laboratory activities that actually
ú index of precision
produce a result, such as running a sample on
ú percentile expression of the mean which is
an automated analyzer
measured of the relative magnitude of variability C. Post-analysis (Post-analytical)
7 comprises patient reporting & result
VARIATIONS
interpretation
1. Random error
7 collectively, all of the interrelated laboratory
7 may occur by chance at any time & place within
steps in the testing process describe its workflow
the testing or service process
7 affects the PRECISION of the test
÷ 3 Categories of the Testing process:
> Some things that could cause random
1. Testing phase
errors:
2. Role
o Bubbles in reagents or reagent
3. Laboratory technology
lines
o Instrument instability
o Temperature variations
o Operator variability (e.g.
Variation in pipetting)

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LABORATORY DESIGN
÷ the guidance & recommendations given as minimum
requirements pertaining to laboratories of all biosafety levels
are directed at microorganisms in Risk Groups 134
÷ Diagnostic & health-care laboratories (Public health, Clinical
or Hospital-based) must all be designed for Biosafety Level 2
or above
o as no laboratory has complete control over the
specimens it receives, laboratory workers may be
exposed to organisms in higher risk groups than
anticipated
BIOSAFETY LEVEL 1
÷ Laboratory design & facilities
7 in designing a laboratory & assigning certain types of
work to it, special attention should be paid to
conditions that are known to pose safety problems
7 these include:
A. Formation of aerosols
B. Work with large volumes and/or high
ISSUES TO CONSIDER WHEN AUDITING OPERATIONS concentrations of microorganisms
C. Overcrowding & too much equipment
D. Infestation with rodents & arthropods
E. Unauthorized entrance
F. Workflow: Use of specific samples & reagents
LABORATORY DESIGN GUIDELINES

÷ AO 27 Series of 2007
BIOSAFETY LEVEL 2
÷ WHO Biosafety Manual

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BIOSAFETY LEVEL 3 BIOSAFETY LEVEL 4

÷ Laboratory design & facilities ÷ Laboratory design & facilities
7 the laboratory design & facilities for basic 7 the features of a containment laboratory 3 Biosafety
laboratories 3 Biosafety Levels 1 & 2 apply except Level 3 also apply to a maximum containment
where modified as follows: laboratory 3 Biosafety Level 4 with the addition of the
following:
A. Primary containment
B. Controlled access
C. Controlled air system
D. Decontamination of effluents
E. Sterilization of waste & materials
F. Airlock entry ports
G. Emergency power
H. Containment drain(s)
TABLE OF SUMMARY OF THE BIOSAFETY LEVELS
REFERENCE:
ò Harmening, Denise M. (2012). Modern Blood Bank
and Transfusion Practices. F&A Davis, Illinois, USA
ò McPherson, R. et Al. (2017). Henry9s Clinical
diagnosis and Management by Laboratory
Methods, 23rd Edition, Elseivier. St. Louis, Missouri,
USA
ò WHO Laboratory Safety Manual. (2004). 3rd Edition,
Geneva. Retrieved from:
https://www.who.int/publications/i/item/9241546506
ADDITIONAL NOTES:
ò Midterm notes (5TH TOPIC) of CCHM Lec & Lab
from Prof. Kimberly Ann M. Pulga, RMT

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OLFU Regulatory & Professional Oversight 2021-2022

LEC 15 1ST Semester
Outline II. CLINICAL LABORATORIES

At the end of the session, the student must be able to learn: ÷ refers to a facility subdivided into different sections where
I. Workplace Legal Issues common diagnostic procedures are done by specialized health
A. Malpractice professionals
B. Tort ÷ Department that issues the license to operate to the
II. Clinical Laboratories different Clinical laboratories: Department of Health (DOH)
A. R.A. 4688 o BEFORE 2001: through the Bureau of Research &
B. AO 27 Series of 2007 Laboratories (BRL)
C. Classification of Clinical Laboratories o PRESENT (A.O. 59 Series of 2001): through the
1. According to Ownership Bureau of Health Facilities & Services (BHFS)
2. According to Function
3. According to Institutional Character ÷ R.A. 4688
4. According to Service Capability 7 Title: The Clinical Laboratory Law of 1966
(Examination Performed) 7 Date of Approval: June 18, 1966
5. According to Service Capability (Minimum 7 Significance: R.A. 4688 regulates the Clinical
Facilities Required) Laboratories in the Philippines
III. Accreditation 7 GOAL: to ensure the health of the general public by
÷ Credentialing VS Certification preventing the operation of substandard laboratories
IV. Market Philosophy
A. What is a Customer? What are the Groups in
Purchasing Decision Makers?
1. Captive Users
2. Discretionary buyers
B. 4 P9s of Marketing (Marketing Mix)
1. Product
2. Price
3. Place
4. Promotion
5. 4 Groups of Promotional tools
C. Marketing Plan
o Steps in Making a Marketing plan
D. Marketing System
1. Internal Record system
2. Marketing Intelligence system
3. Marketing Research system
4. Analytical Marketing system
E. Marketing Proposal
o 4 Parts of a Marketing proposal
I. WORKPLACE LEGAL ISSUES ÷ A.O. 27 Series of 2007

÷ Records & documentation
÷ Professional standards
÷ Properly qualified & trained personnel
÷ Malpractice
÷ Professional liability insurance for laboratories
A. MALPRACTICE
÷ refers to incorrect performance or improper conduct on the part
of a purveyor, especially professionals, either through
negligence or by violation of ethical standards for the business
or profession
B. TORT
÷ is based on the idea that people are liable for the consequences
of their actions, whether they are intentional or unintentional /
accidental
> Ex: Malpractice
÷ Regulation
7 is a rule or requirement imposed by a government
agency
7 The Regulation of Clinical Laboratories in the
Philippines is governed by Republic Act 4688
÷ Licensure
7 refers to government permission to operate or engage
in a business practice or occupation, usually requiring
some type of formal training & or testing to
demonstrate competency ú MAIN OBJECTIVE: to ensure safe, accessible, & affordable
ú is traditionally has been the responsibility of the state health services, health products, devices, & facilities that are
licensing board in the country commonly used by the people in the state
> Professional Regulation Committee (PRC)

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[LMGT211] 3.05 Regulatory & Professional Oversight | Prof. Jonna E. Agabe Tacsay, RMT, MSMT
CLASSIFICATION OF CLINICAL LABORATORIES to an institution or person as having met certain

÷ Based on A.O. 59 s. 2001 requirements or standards
B. Certification
1. According to Ownership 7 refers to the process of establishing & declaring that
Government Private a person has met the standards established by a
professional organization
2. According to Function > Ex: Undergone Proficiency training, After
CLINICAL PATHOLOGY ANATOMIC PATHOLOGY attended Conferences, Passing of
Hematology Surgical Pathology Medtech Board exam,
Clinical Chemistry Immunohistopathology
Microbiology Cytology IV. MARKETING PHILOSOPHY
Parasitology Autopsy ÷ it is a communication tool, designed to influence public
Mycology Forensic Pathology attitudes toward the organization
Clinical Microscopy ú it focuses on a 2-way communication with the customer,
Immunohematology ú it is a communication tool that defines the mission of the
Blood Banking company, in order for the marketing department to understand
Laboratory Endocrinology the customer needs more clearly
Toxicology & Therapeutic drugs
Monitoring ÷ What is a Market environment?
7 it refers to factors such as patient9s population,
3. According to Institutional Character purchasing habits & competition, which determines
Hospital-based (HB) / Non hospital-based (NHM) the opportunities & limitations of a potential customer
Institution-based / Freestanding base
7 it includes 2 factors that surrounds the business &
4. According to Service Capability (Examination Performed) influence its marketing operation
PRIMARY (10 SECONDARY (20 TERTIARY (60 A. Internal factors
sq.m) sq.m) sq.m) 7 it includes: the ff Employees,
Customers, Share-holders,
Secondary
Primary laboratory Dealers, Contributors
Routine Hematology laboratory
Examination B. External factors
Examination
7 it includes the ff: Political, Legal,
Routine Urinalysis Routine Chemistry Special Chemistry
Social, Technological, & Economic
Blood Typing & aspects
Routine Fecalysis Cross matching - Special Hematology
HB WHAT IS A CUSTOMER? WHAT ARE THE GROUPS IN
Immunology / PURCHASING DECISION MAKERS?
Blood Typing 3 HB
Serology ÷ a customer is a discretionary buyer who selects where a
Quantitative Platelet laboratory test is performed
Microbiology
Determination - HB ÷ for marketing purposes, the purchasing decision can be divided
into 2 groups:
5. According to Service Capability (Minimum Facilities A. Captive users
Required) 7 refer to the customers whose test must be
PRIMARY SECONDARY TERTIARY performed by the hospital laboratory
Secondary > Ex: Patients who are admitted to
Primary laboratory
laboratory the hospital
Clinical centrifuge equipment /
equipment / B. Discretionary buyers
instruments
instruments 7 refer to the entity that decides which
Hematocytometer Refrigerator Incubator laboratory will perform the test
Microhematocrit Photometer / its Trip / Analytical > Ex: Outpatients who have the
centrifuge equivalent balance freedom where their test(s) may be
Microscope with Water bath / its performed
Rotator
OIO equivalent
Hemoglobinometer / Timer / its Serofuge / its 4 P9S OF MARKETING (MARKETING MIX)
its equivalent equivalent equivalent A. Product C. Place
Differential Blood B. Price D. Promotion
cell counter / its Autoclave
equivalent 4 Groups of Promotional Tools:
Drying oven o Advertising such as displays & ads
Biosafety Cabinet / o Sales promotion like selling short term discounts & production
its equivalent incentives
o Personal selling
o Publicity through non-commercial informational presentations
III. ACCREDITATION
÷ is a certification, usually by professional organizations, that MARKETING PLAN
designated standards have been achieved ÷ it is a formal strategy for maintaining, identifying & attracting
> Examples of Accrediting organizations: customers by incorporating all the concepts & ideas discussed
o Joint Commission on the Accreditation of ÷ it is an operational document that outlines advertising
Healthcare Organizations (JCAHO) strategies, such as concepts & ideas, that an organization will
o College of American Pathologist (CAP) implement in order to generate leads & reach their target
o American Association of Blood Banks (AABB) market by maintaining & attracting customers
CREDENTIALING VS CERTIFICATION Steps in Making a Marketing Plan:
A. Credentialing
1. Evaluation of the laboratory service area
7 is the process of establishing qualifications to
2. Determination of test demand
perform a duty or job, usually through the formal
3. Development of the appropriate test mix
recognition of professional or technical competence
4. Development of the market through concerted efforts
5. Systematic evaluation of all test & services

lOMoARcPSD|18156789
[LMGT211] 3.05 Regulatory & Professional Oversight | Prof. Jonna E. Agabe Tacsay, RMT, MSMT
MARKETING SYSTEM
÷ it is a system wherein marketing data is formally gathered,
stored, analyzed, & distributed to managers in accordance to
their informational needs on a regular basis
÷ it is made up of different records / intelligence systems, which
are the ff:
A. Internal record system
7 in which medical, financial, & operational
parameters are monitored for marketing
information
B. Marketing intelligence system
7 which obtain everyday information about the
development in the marketplace
C. Marketing research system
7 which is organized to systematically collect,
study & report findings about specific marketing
opportunities
D. Analytical marketing system
7 which uses statistical & marketing model
techniques to evaluate the data obtained from
these systems
MARKETING PROPOSAL
÷ in a marketing proposal, Specific plans are made to capture a
targeted customer into action
4 Parts of a Marketing Proposal:
1. Market overview
2. SWOT analysis
3. Opportunities
4. Approval
REFERENCES:
ò Department of Health (DOH) Website. Retrieved from:
https://hfsrb.doh.gov.ph/?page_id=46

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LMGT- Trans - Introduction to Laboratory management

Laboratory management (Our Lady of Fatima University)

Studocu is not sponsored or endorsed by any college or university

Overview of Laboratory Management

E. Blood Bank Production

F. Histopathology & Cytology

for certain medical conditions

G. Immunology & Serology

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OLFU Introduction to Management & Organizational System LEC 2 2021-2022

Outline 2. Organizing Organizational Resources

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OLFU Organizing and Staffing 2021-2022

Outline ú it represents the organizational structure as a

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IV. TYPES OF ORGANIZATIONAL STRUCTURE V. CHARACTERISTICS OF ORGANIZATIONAL

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VII. STRUCTURAL DESIGN OF AN ORGANIZATION 2. Situational Models

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VIII. CONCEPTS OF AUTHORITY

TYPES & ROLES OF AUTHORITY

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OLFU Information Management (IM) 2021-2022

Outline IMPORTANT ELEMENTS OF IM

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III. LABORATORY TEST REPORT

B. COMMUNICATION & INFORMATION FLOW

÷ this record should contain all the ff. information:

IV. DOCUMENTS & RECORDS

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A. DOCUMENTS ÷ should reflect the philosophy and overall goals of the

2. Standard Operating Procedures (SOPs)

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V. STORING DOCUMENTS & RECORDS INFORMATION PROVIDED BY LIS

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OLFU Change Management 2021-2022

Outline customer service, & to

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III. 3 CHANGE MANAGEMENT MODELS B. PROSKI9S ADKAR MODEL

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SUMMARY OF 8-STEP MODEL:

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OLFU Management of Work Group 2021-2022

Outline o Wage & Salary

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ú the use of these sources could challenge present 2. MASLOW9S THEORY

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ú is more on <pag-papahalaga sa 4. MCCLELLAND9S ACHIEVEMENT MODEL

5. ALDERFER9S ERG THEORY

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ú this ERG theory is based on the concept of Progression & ý COMPONENTS:

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ú setting what is best or not for the employees, without

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OLFU Management of Work Group 2021-2022

Outline II. BENEFITS OF GROUP WORK

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