MANAGEMENT

Key Terms
I.
II.

Defining Management
Managers

III.

Roles of Manager
Skills of Manager

The Management Process

Planning
Organizing
Directing
Controlling

Management
I.

Defining Management

Management: The implementation of the

four conditions that must be present for
management to succeed.
mission
authority
resources
accountability

Mission: The purpose or reason for the

existence of an organization

Management
II.

Managers

Roles and skills of Manager

Professional Manager: A person employed to
manage someone elses business
1.
The manager as a person: Talents and
Knowledge.
2.
The manager as a servant
3.
The manager as a representative

Key Terms
III.

The Management Process

Planning
Goals: A broad, long-term ambition of the
organization
Objectives: A measurable standard or task
sent in a designated time frame.

Organizing
Directing
Controlling

Management
I.
II.

Defining Management
Managers

III.

Roles of Manager
Skills of Manager

The Management Process

Planning
Organizing
Directing
Controlling

Management
I.

Defining Management

The process of coordinating and

implementing five functions
Mission
Authority
Resources
Responsibility
Accountability

Management
I.
II.

Defining Management
Managers

III.

Roles of Manager
Skills of Manager

The Management Process

Planning
Organizing
Directing
Controlling

Management
II.

Managers

Roles of Manager
1. Person
2. Servant
3. Representatives

Management
II.

Managers

Roles of Manager
1. Person

Talent Interpersonal Skills

Knowledge Technical Knowledge

Managers are made, not born

Management
Organization
Laboratory
Director
Laboratory
Manager

Laboratory
Manager

Section

Section

Section

Section

Section

Section

Supervisor

Supervisor

Supervisor

Supervisor

Supervisor

Supervisor

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Management
II.

Managers

Roles of Manager
2. Servants

See to it that the institution has the

resources necessary so that the staff can
effectively and efficiently accomplish his or
her duties.

Management
II.

Managers

Roles of Manager
3. Representatives

Representatives of the owners (board of

directors) of the organization.

Coordination and communication

between the management and the staff.

Board of Directors (Hospital)

Laboratory
Director
Laboratory
Manager

Laboratory
Manager

Section

Section

Section

Section

Section

Section

Supervisor

Supervisor

Supervisor

Supervisor

Supervisor

Supervisor

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Management
A.

Managers

B.

Director

C.

a person who plans, organize, direct and control

the work of others in order to run a business and
achieve its goals.
design, develop long term future plans and
implement the strategic plan for their company.

Supervisor

is an employee of an organization, occupying a

role between true manager and a regular
employee.

Board of Directors (Hospital)

Laboratory
Director
Laboratory
Manager

Laboratory
Manager

Section

Section

Section

Section

Section

Section

Supervisor

Supervisor

Supervisor

Supervisor

Supervisor

Supervisor

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Tech

Management
II.

Managers

Roles of Manager
Skills of Manager

Management
II.

Managers

Manager

Four groups of management skills

1. Organizational Skills
2. People Skills
3. Financial Management Skills
4. Technical Skills

Management
II.

Managers

Skills of Manager

1.

Four groups of management skills

Organizational Skills
ability to conceptualize and apply the
management process, systematize work
flow and communicate with co-workers.

Management
II.

Managers

Skills of Manager

2.

Four groups of management skills

People Skills
Understanding theories of human needs.
Motivation skills.

Management
II.

Managers

Skills of Manager

Four groups of management skills

3. Financial Management Skills

Effective use and accounting for the

monetary assets of the laboratory

Management
II.

Managers

Skills of Manager

4.

Four groups of management skills

Technical Skills
Synthesis of the first 3 skills and the
management of physical resources into
operational parameter.

Management
I.
II.

Defining Management
Managers

III.

Roles of Manager
Skills of Manager

The Management Process

Planning
Organizing
Directing
Controlling

Management
III.

The Management Process

Planning
Organizing
Directing (Leading)
Controlling

Management
III.

The Management Process

Management
III.

The Management Process

A.
B.
C.
D.

Planning
Organizing
Directing (Leading)
Controlling

Management
III.

The Management Process

A. Planning
The thinking and analyzing portion of the
management process

Management
III.

The Management Process

B. Organizing
The process of assembling the necessary
resources and people for implementing a
plan of action.
The formal hierarchy of work groups, job
assignments and line of authority.
Network of informal relationships

Management
III.

The Management Process

C. Directing (Leading)
Leading in achieving the day-to-day tasks
necessary to implement the management
plan and ensure a smooth running facility

Management
III.

The Management Process

D. Controlling
Controlling is the process of looking back.
Process of monitoring standards and
feedback mechanism to ensure that the plans
are being implemented properly.

PLANNING

I. Indicators of Poor Planning

1.
2.
3.

4.

5.
6.

Late submission of results/reports.

Idle machines.
Some machines doing jobs that should be done by
smaller machines.
Some laboratory personnel overworked, others are
underworked.
Skilled workers doing unskilled work.
Laboratory/personnel fumbling on jobs for which
they have not been trained.

II. Benefits of Good Planning

1.
2.
3.
4.

5.
6.
7.
8.

Jobs turn out on time.

Good relationship with other departments.
People using their highest skills.
Workers know how their jobs fit into the total
pattern.
Machines doing their proper jobs.
Equipment in good shape.
Materials available.
Waste kept to a minimum.

III. Hierarchy of Plans

III. Hierarchy of Plans

1.
2.
3.

4.
5.
6.
7.
8.

Purpose or Mission
Objectives
Strategies
Policies
Procedures
Rules
Programs
Budget

III. Hierarchy of Plans

1. Purpose or Mission

States the purpose of the organization and its main

reason of existence.

Example

Research and Biotechnology Division

To propel St. Lukes Medical Center to the realm of

world class excellence in total health care through
interdisciplinary partnerships between scientists and
physicians in the conduct of high quality biomedical
research.

III. Hierarchy of Plans

2. Objectives

Objectives or goals are the end toward which planning,

organizing, staffing, leading and controlling are aimed.

3. Strategies

A general progress of action implying commitment of

emphasis and resources to attain broad objectives .

4. Policies

General statements or understandings which guide or

channel thinking and action in decision making .

III. Hierarchy of Plans

5. Procedures

plans that establish a required method of handling

future activities.

6. Rules

required actions chosen from among alternatives. It

requires that a specific and definite action be taken or
not with respect to a situation.

7. Programs

complex of goals, policies, procedures, task

assignment, and steps to be taken, to carry out a given
course of action.

III. Hierarchy of Plans

8. Budget

is the statement of expected results expressed in

numerical terms.
numberized program

IV. Spatial Consideration in Lab Design

1.

2.

3.

The Blood Bank and the critical care lab procedures

should be accessible to ER, OR and ICU.
Specimen collection Area (Phlebotomy Area) should
be in proximity of Ambulatory care facility and
admitting office.
In lab with in patient population, laboratory should
be accessible to corridors and elevators providing
access to main patients.

IV. Spatial Consideration in Lab Design

4. The specimen receiving, data processing and
reporting center serve as the hub of the laboratory.
5. The critical care laboratories and large volume
laboratories might be closely related to the central
areas.
6. Laboratories with greater turn-around-time (TAT)
and/or less volume, and those requiring special
safety features might be removed from the central
area.

IV. Spatial Consideration in Lab Design

7. The intra laboratory traffic flow must be separated
from the outside

V. Laboratory Service Models

7.

Traditional Closed laboratory

Open laboratory
Core laboratory
Regional laboratory
Reference laboratory
Point-of-care
Stat laboratory

8.

Limited service

1.
2.
3.

4.
5.
6.

V. Laboratory Service Models

1.

Traditional closed Laboratory Each section

is discrete and separated into rooms.

V. Laboratory Service Models

2.

Open laboratory The discrete services are

placed in one large room.

V. Laboratory Service Models

3.

Core laboratory - A common type of

consolidation has been hematology and chemistry
laboratories (chematology)

V. Laboratory Service Models

4.

Regional laboratory Specific low-volume or

expensive laboratory services consolidated into
one hospital laboratory .

V. Laboratory Service Models

4.

Regional laboratory

PCR Lab

Viral Culture Lab

Gene Diagnostic Lab

V. Laboratory Service Models

5.

Reference laboratory - Traditional full service

laboratory that handles all types of testing,
especially esoteric tests.

V. Laboratory Service Models

Reference laboratory

5.

1.

2.
3.
4.

5.

1.
2.
3.
4.

Reference Laboratory Services of RITM

Reference Laboratory for the Antimicrobial Resistance
Surveillance Program (ARSP)
National TB Reference Laboratory
Bacterial Enteric Diseases Reference Laboratory
NVBSP Reference Laboratory
Emerging infections and zoonoses
Reference Laboratory Reports in RITM
HIV Laboratory
National References Center for Polioviruses
National Reference Laboratory for Measles and Dengue Viruses
Influenza Virus Surveillance

V. Laboratory Service Models

6.

Point-of-care - Laboratory testing that is

brought to the patient's bedside

V. Laboratory Service Models

7.

Stat laboratory - response laboratory that is

often located in or near an emergency department
or surgical suite.

V. Laboratory Service Models

8.

Limited service - Laboratory provides limited

menu of routine and/or specialty services on a stat
or non-stat basis.

Cryobank, Andrology lab, Sperm bank, vitro-fertilization Lab

Egg retrieval, IVF procedures, embryo replacement, and embryo cryopreservation.