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Chapter I

The art of getting things done through people

Process consisting of planning, organizing,actuating and controlling to determine and

accomplish then objectives by means of people andresources

Effective motivation of men and the efficient

utilization of resources for the attainment of apredetermined objective.

Art

Requires skill and careful study in its application

Results in the accomplishment of objectives

through the use of human effort.

Science

A systematic body of knowledge.

Gathers and analyze facts and formulate generallaws or principles from these facts

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PlanningOrganizingDirectingControlling

The mental effort by which executives anticipate

the possible causes or factors that may affect orchange the activities and objectives of a particularorganization

Controls the nature and direction of change anddetermines what measures or actions are necessaryto accomplish predetermined goals

Should include several possible alternative coursesof action that may be taken under varying

conditions . The best course of action under thecircumstances will be considered.

The grouping together of men and establishingrelationships among them

Defining the authority and responsibility to thepersonnel who are to perform the work in order tomaximize the use of the laboratorys material

resources in the attainment of a common objectives

Refers to the way of getting all personnel in anorganization to accomplish what managementdesires.

It is telling what each man should do and makinghim like doing it.

Involves both motivation and communication

Checking the work accomplished against plans orstandards and making adjustments or corrections todevelopments or unforeseen circumstances

Basis for controlling:

standard quality

standard quantity

standard cost

standard time

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Three aspects involved in Controlling

Planned performance A measure of actual performance Corrective measures

An individual whose job is to guide the organizationto attain its objectives

He performs the functions of planning, organizing,directing and controlling the work of his

subordinates

Takes charge of the management or oversees thefunctioning of an activity to achieve a set of goal orpurpose

Strength

Ability to use all resources to get things done properly

Runs an organization within the framework or thevarious directives and policies given to him

Oversees the activities of others to get them toaccomplish specific tasks or to perform scheduledefficiently.

Motivation himself and his worker Vision one capable of seeing over and beyond

the obvious Decision-making ability Good health living a balanced life physically,

emotionally and spiritually is the best antidote to

tensions, strains and effort

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Humility the recognition that we haveshortcomings, that we are not self-sufficient, andthat we need the help of our subordinates just asmuch as they need our help

Appearance Personality

manners and poise, adopt diplomatic approach, act with

proper decorum

Articulate Energy, driven, ambition Positive attitude Thoughtfulness

Overall composure Aura of leadership

erect carriage, head held high, agreeable manner, self

confidence

Bright, informed Breadth of interest

First line manager

Lowest level in an organization responsible forthe work of others.

They direct operating employees only they do

not supervise other managers

Often called supervisors

Middle managers Refers to more than one level in an organization

Directs the activities of other managers and sometimes

also those of operating employees

Principal responsibilities are to direct the activities that

implement their organizations policies and to balance

the demands of their supervisors with the capacities of

their subordinates

ex. CMT

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Ability to use equipments, procedures andtechniques of a specialized field

The manager needs enough technical skill to accomplish

the mechanics of the particular job he is responsible for

Ability to work with, understand, and motivateother people, either as individuals or as groups.

Managers need enough human relation skill to work with

other organization members and to lead their own work

groups

The mental ability to coordinate and integrate all ofthe organizations interest and activities

To recognize how the various factors in a given situation

are interested, so that the action he takes will be in the

best interests of the total organization

EfficiencyEffectiveness

Efficiency Doing things right

Ability to get things done correctly.

An input-output concept

an efficient manager is one who achieves output or

results that measure up to the inputs (labor, reagents,

supplies, equipment and time)

able to minimize cost of the resources to attain the

goals

Effectiveness

The ability to choose appropriate objectives.

An effective manager is one who selects the right things

to get done

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Inability to maintain an adequate staff Recurring or persistent misunderstanding with the

hospital administration Frequent or recurrent confusion concerning

requisitions or reports of laboratory work Frequent rush orders for supplies

Low morale in the laboratory

Requests for deserved pay raise by competentworkers (when funds are available)

Excessive cost of operation Ignorance of the cost of operation Expenditure of much of the managers time in

making minor decisions

Inability to do one or more tests when a keyindividual has a day off

Chapter II

Plan

Predetermined course of action intended to facilitate

the accomplishment of a task, work or mission

Planning

The methodical selection of a series or set ofcomplimentary actions for the purpose of pursuing an

improved position. Deciding in advance what to do, how to do it, when to

do it and who is to do it

Types of Plans

Long range plans

Goals that must be realized at certain future dates

Short range plans

Time durations like daily, weekly, monthly and annually

Achievement of the objective of the organizationin the most efficient and economical manner, thusmaximizing profits

Use of efficient methods and the development of

standards necessary for accurate control.

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Integration of activities of the different units in theorganization toward goal-directed actions.

The reduction of emergency and unexpectedproblems

Late submission of results / reports Idle machines Materials wasted Some machines doing jobs that should be done by

smaller machines

Some laboratory personnel overworked, others areunderworked

Skilled workers doing unskilled work Laboratory personnel fumbling on jobs for which

they have not been trained

Quarreling, bickering, buck-passing and confusion

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

Good judgment, imagination, foresight andexperience

Ability to evaluate laboratory opportunities andhazards

Proficiency in the determination of objectives Ability to accept changes

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Purpose or Mission

Health care industry may have a social purpose ofproducing and distributing economic goods and

services.

Objectives or Goals

The end toward which planning, organizing,

staffing, leading and controlling are aimed

Strategies Denotes a general program of action implying

commitment of emphasis and resources to attainbroad objectives.

Example: if a medical company has a goal of aprofitable growth at a certain percentage eachyear, a strategy might include major policies as tomarket directly rather than through distributor or

to concentrate on proprietary products or to havea full line of products

Policies General statements or understandings which

guide or channel thinking and action in decisionmaking.

Ex: to hire only university-trained technicians, toencourage employee suggestions for improved

cooperation, to promote from within, to conformstrictly to a high standard of medical ethics, etc.

Procedures

Plans that establish a required method ofhandling future activities.

Guides to actions, rather than to thinking,

Detail the exact manner in which a certain activity must

be accomplished

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Rule

Are required actions chosen from amongalternatives.

It requires that a specific and definite action be

taken or not with respect to a situation

Ex: no smoking

Programs

Complex of goals, policies, procedures, tasksassignment, steps to be taken, resources to beemployed, and other elements necessary to carry

out a given course of action

They are ordinarily supported by necessary capitaland operating budgets

Budget

A statement of expected results expressed in

numerical terms

It is also referred to as a numberized program

Goals

General and qualitative statements of overallphilosophy of the organization

Ex. a commitment by the hospital laboratories

to be a vital component of excellence, to serve thecommunity, and to serve as a setting for clinical

teaching

Mission Final ultimate goal

Ex: the mission of every hospital laboratory is theconstant provision of timely and accurate test

results for the purpose of assisting the physicianin the delivery of good patient care

Objectives

Represents the interim goals by which the mission is

most logically and effectively pursued.

They should be quantifiable statements which areachievable over a designated period of time

May be immediate (priorities), intermediate or longrange.

Because of the constant change in the progress oforganization, objectives require revival and updating

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- Is a process of formulation, performance and

assessment, and as such it provides means offocus on pertinent factors and issues that

affect the practice of laboratory medicine.

- As a tool of management, it encouragesdiscussion, interaction and consensus

decision-making among all organizational

levels of the laboratory

Past experience The totality of an organizations awareness based

upon the prior observations and participations ofits members.

Careful assessment must be made in order todetermine what is valid from what is not

Input must represent well-supported conclusionsbased on accurately recorded data, such as test

volume, income and expense figures and workhours.

Market Potential

The known or estimated expenditures for given services in

a given locale or as projections of these expenditures

contingent upon specific plans and anticipated

developments.

Critical to any contemplation of expanded services and

must include not only a determination of current sales, but

also how these sales might be profitably increase with

careful strategy.

Competition

An analysis of most market areas will usually disclose a

relatively consistent set of competitive forces

Competition Strengths Weaknesses Strategy

Physicians officelaboratories

Area hospitallaboratories

Commercial

laboratories

State health

departments

ProfitabilityPatientconvenience

Must be assessedindividually

Good quality

Wide range of tests

Good quality

Small direct costs

Limited range oftestLimited availability

Lack of qualitycontrol programs

Must be assessedindividually

Inconvenient

Impersonal

Inconvenient

ImpersonalSlow results

Efficient,comprehensive andconvenient out-

patient servicesCompetitive prices

As above

As above

As above

PR program (unfaircompetition)

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Hospital / Laboratory Relations

These are difficulties and problems that result between

those responsible for providing laboratory services and

those accountable of administering overall hospital policy.

Regulatory and Accrediting Forces

The laboratory industry has been subjected to a large and

ever-increasing number of relations and performance

standards

Laboratory Trends

Defined as a series of events constituting a pattern that

suggests both its origin and probabilities for consultation.

Serve as valuable indicators of consensus thinking within

the industry and, as such, provide an important means by

which ones own thinking and practices maybe influenced

Medical Trends

The pattern of test requests is relative value with which

the physician perceives the wide range of laboratory

services

Any assessment of changes in laboratory requests

patterns include an assessment of improved disease

evaluation and the probabilities of sustained utilization

Socio-political Trends

Events that have been already affected hospital

laboratories include the legalization of unions in non-profit

institution and the legislation of equal job opportunities

Strategic and Tactical

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Strategic Planning Conceptual and deals with the sweeping of what to

do. Concerned with the identification of the mission and

of those objectives that will permit its most efficientpursuit

It is a function of the upper supervisory personnel withfinal authority and responsibility vested in thelaboratory director

Effective strategic planning requires an insight intototal operational capabilities and a keen awareness ofall opposing forces

Tactical Planning

Implies action and deals with the method(s) forachieving the goals identified in the strategicplanning process.

It often requires an operational or technical skill

and is generally a logical responsibility of thesupervisory staff.

Who are Involved Laboratory director and the entire laboratory staff

To prevent misunderstanding all recommendations and

changes must be documented in writing.

Consultants or designers of laboratories Architects or architectural firm

Essential in preparing the various drawing and contractor

for construction.

Contractor construct facility

The blood bank and the critical care laboratoryprocedures should be readily accessible to theemergency room, operating room and ICU.

The location of blood bank should allow rapid access and

egress of donors and adequate parking donors if the

blood bank is responsible for donor procurement,

phlebotomy and/or apheresis.

A specimen collection area or phlebotomy areashould be planned in proximity of the ambulatorycare facility and the admitting office.

If the laboratory is serving an in-patient

population, accessibility to corridors and elevators

providing access to the main patient care unit isessential.

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The specimen receiving, data processing andreporting center serve as the hub of the laboratory.Radiating should be the various laboratories.

The critical care laboratories and large volume

laboratories (such as hematology and chemistry)

might be closely related to the central areas.

Those laboratories with greater turn-around-time

(TAT) and or less volume, as well as those requiringspecial safety features ( such as clinicalmicrobiology and radio assay and radio-assaylaboratories) might be removed from the centralarea.

Intralaboratory traffic flow must be separated from

the outside.

Provisions should be made for ambulatory patients and

blood bank donors coming into the laboratory.