Lesson MLS 2105 | Laboratory Management

1 INTRODUCTION TO
MANAGEMENT
Prepared by Melyn J. Pendon, RMT, MSMT and Rodolph C. Lagarto, RMT
I. Introduction to Management
DESIRED LEARNING COURSE CONTENT
1. Concepts of
At the end of this unit, the student should
OUTCOMES
have been be able to:
Management
1. Definitions
1. Define terms 2. Functions
3. Major
2. Explain the basic functions of Theories
management 1. Scientif
3. Differentiate the four schools of ic
management philosophies 2. Bureau
cratic
4. Discuss appropriate strategies in dealing 3. Organizational
with problems encountered in laboratory Behavior
operations 1.3.4 Systems
Analysis
5. Develop skills necessary for an effective 2. Laboratory Manager
laboratory manager 1. Attributes
2. Roles
3. Management Skills
Reference: Chapter 1 of Medical Laboratory 1. Technical
Management and Supervision: Operations, Review
and Study Guide by Varnadoe, L. 2. Human
Relation
3. Conceptual
4. Management Levels
1. First Line
2. Middle
3. Top Managers
 Laboratory

◼ Provide physicians and other health care

professionals with information to (Kurec, 2000):
1. detect disease or predisposition to disease;
2. confirm or reject a diagnosis;
3. establish prognosis;
70% of all
4. guide patient management; medical
decisions are
5. monitor efficacy of therapy based on
laboratory
results!
 Management

◼ “Working with and

Conditions for Management to
through people to succeed
accomplish a common
mission.” Mission Leaders
Resources
◼ Has changed from
Responsibility
supervision of "factory"
workers to coordination of Accountability
knowledge workers.
 Major Management Theories

1. Scientific Management
2. Bureaucracy Management
3. Organizational Behavior Management
4. Systems Analysis Management
Scientific Management
◼ Systematic or scientific approach to the study of
organizations
a. Cause-and-effect analysis
b. Functions of management Fayol
c. Management is an orderly process, planning is the
most important Fayol
d. Management is essentially coordination Follet
e. Introduction of the management consultant Urwick

◼ Has many subdisciplines

Bureaucracy Management
◼ Focuses on the
Organizational Structure and
work flow
• Explain how institutions
function and how to
improve their performance
• Attention given to
rules, regulations,
impersonality and
division of labor
Organizational Behavior
Management
◼ Uses concepts from
psychology and
sociology
◼ Managers be
supportive in their
relationships Likert
◼ Executives should
encourage a
climate of OBM looks at the performance and
Barnard
cooperation interaction of people within the
organization.
Systems Analysis Management
◼The analytical view of an organization as a
complete, self-contained unit that interacts
within itself and with its environment in a
continuous process of interchange and renewal
 PLANNIN
G
• Identify goals
•Establish Time Frame
• Set Objectives
• Forecast Resource
Needs
• Implement plan
• Obtain Feedback
Management
Process
A continuum of
functions that the
CONTROLLIN ORGANIZIN manager must
G G perform to ensure
• Instructions • Formal Hierarchy the smooth
• Follow-up • Informal operations of an
• Modifications Relationships
organization.

DIRECTIN
G
• Leadership
• Time Allocation
 Basic Roles of a Manager

PERSON SERVANT REPRESENTATIV

E
• Talent and • Performs the task • Representative of
knowledge and work of the the owners or
• Managers are institution BOD
made not born! • Provide means • Represents
• Responsible for for the staff to those they
and to other meet the needs of supervise
people their patients and
customers
 Leader Versus Manager Traits
”Management is Different from Leadership”
LEADER MANAGER
Administrator Implementer
Organizer and developer Maintains control
Risk taker Watches bottom line
Inspiration Is a good soldier
Thinks long term Thinks short term
Asks what and why Asks how and when
Challenges status quo Accepts status quo
Does the right thing Does things right
Adapted from Ali M, Brookson S, Bruce A, et al. Managing for
excellence. London: DK Publishing; 2001, pp 86–149.
 Management Skills

• Concep-tu • Understand • Effective use • Synthesis of

People Skills

Technical Skills
Organizational Skills

alize and basic theories and accounting first three

Financial Management Skills

apply of human of monetary skills
manage-m ent needs assets • Manage-m
process • Work ent of
• Systematize motivation physical
workflow resources
• Make (supplies,
decisions equipment,
• Communi-c facilities) to
ate with operational
co-workers parameters
(products/
services)
 Basic Management Responsibilities

Human
Operations Financial Marketing
Resource
Management Management Management
Management
• Quality assurance • Job descriptions • Departmental • Customer service
• Policies and • Recruitment and budgets • Outreach marketing
procedures staffing • Billing • Advertising
• Strategic • Orientation • CPT coding • Website
planning • Competency • ICD-10 coding development
• Benchmarking assessment • Compliance • Client education
• Productivity • Personnel regulations
assessment records • Test cost
• Legislation/regulation • Performance analysis
s/HIPAA compliance evaluation/appraisals • Fee schedule
• Medico legal • Discipline and maintenance
concerns dismissal
• Continuing
education
• Staff
meetings
 Hierarchy: Any
group of objects
ranked so that
every one but
the topmost is
subordinate to a
specified one
above it.

Management Levels
 Top-level Managers

◼Responsible for controlling and overseeing the

entire organization.

◼Develop goals, strategic plans, company policies, and

make decisions on the direction of the business.
• Board of directors, president, vice-president, and
CEO
 Middle-level Managers

◼ Responsible for executing organizational plans which

comply with the company’s policies.

◼ Act at an intermediary between top-level

management and low-level management.

◼ General managers, branch managers, and

department managers
 First-level Managers

◼ Focus on controlling and

Low-level managers
directing.
provide:
◼ Serve as role models for the Basic supervision
employees they supervise.
Motivation Career

◼ Supervisors, section planning

leads, and foremen Performance feedback Staff

supervision