MLT 529 CLINICAL LAB MANAGEMENT

(2 credit unit)

Syllabus content

1. Management Concept2. Organizations3. Communication4. Decision making and problem solving5. Testing policies6. Management of laboratory operations7. Regulatory and professional oversight8. The laboratory economics9. Revenue and cost accounting for clinical

laboratories

Course Objectives

• To familiarize students with basic management concepts and practices and methods to determine possible success of laboratory operation.

• This subject not only serves as useful reference guide when students are exposed to operational issues in managing the clinical laboratory, but is applicable to other lab settings as well.

Teaching Methodology

• Lectures

• Tutorial

Assesment

• Continous assesment 40%• Test 1 - 20% (6th week) • Test 2 – 20% (12th week)

• Project 20% (group work)

• Final Theory Exam 40%

References

• Burtis CA, Ashwood ER(1999). Tietz Textbook of Clinical Chemistry. 3rd Edition. WB Saunders Co., USA

• Lewandrowski K (2002). Clinical Chemistry : Lab Management and Clinical Correlations. Philadelphia: Lippincott Williams & Wilkins

• Donna LN. (2000). Clinical Lab Management. McGraw Hill. QY23N688c (additional references used by me).

Lecture 1

Management Concepts

Lecture 1Management Concepts

• Role of a manager

• Major management theories

• The management process

• Management by objectives (MBO)

Overview of Clinical Laboratory(Government Hospitals)

• Main clinical units • Microbiology

» Bacteriology» Virology» Parasitology» Mycology

• Hematology• Biochemistry• Blood banking• Serology

• Other units• Media Preparation• QA Unit• Store• Washing Room• Sterility/Autoclave

The Role of the Clinical Lab

• Role different from other medical services• Name them please !!!!

• Lab testing• Deal in absolutes (+ve or –ve)• Likely to get involve with lawsuit• Blames ?• Expectation often exceeds technical capability

Definition of Management

Management

• The act of manner or practice of managing, handling, supervision or control.

• Is the organisational process that includes strategic planning, setting objectives, managing resources, deploying the human and financial assets needed to achieve objectives and measuring results.

Management aspires to:

• Effect positive changes in the organizations we lead

Role of Manager

• Is it the same ????

• Or is it by objective (MBO)

• Definition of Manager• To plan• To organize• To coordinate• To oversee the overall operation of the

management

Role of Clinical Laboratory Manager

• To plan, organize, coordinate and oversee the overall operation of laboratory activities concerned with the examination and testing of potentially hazardous biological, chemical and environmental hazards

• Previously role of diagnosing and monitoring disease did not exist

• In 1900s, NIH, University and pharmaceutical companies entered the research line…..this leads to better understanding of disease processes and prevention

Factors affecting Clinical Lab Management (CLM)

• The unique role of the CLM in Medical Practice• Differs from other clinical medical services• Easy target for regulatory agencies, malpractice suits, and

investigations of billing practices• Tend to deal with absolutes (ie. +ve or –ve+• Results need to be scrutinised as to their accuracy and precision

• Government regulation• Complying with complex, confusing and constantly changing

government regulations

• The Shift to Automation Technology• The Health Care Economic Crisis and Emergence of

Managed Care• The Move to Reintegrate Health Care

Management Theories

• Scientific Management Theory (1980-1940)

• Bureaucratic Management Theory (1930-1950)

• Human Relations Movement (1930-today)

Scientific Management Theory

• Developed by Frederick Taylor, US

• Careful specifications and measurement of all activities and results

• Tasks were standardised as much as possbile

• Practice in assembly lines and other mechanistic, routinized activities

Bureaucratic Management Theory

• Developed by Max Weber

• Embellishment of scientific theory and bureaucratic theory

• Divide organizations into hierachies

• Establish strong lines of authority and control

• Developed ‘Standard Operating Procedures SOP’ for all routine tasks

Human Relations Movement

• Put up by unions and governmental agencies

• More attention given to individuals and their capabilities in the organization

• Organization/workers prospered together

• Human Resource Department (HRD) developed incorporating behavioral sciences

The Management Process

Principal management functions

• Planning

• Organizing

• Leading

• Controlling

`PRINCESS factors’

1. Planning2. Representing3. Investing4. Negotiating5. Co-coordinating6. Evaluating7. Supervising8. Staffing

Systems of Management

• Centralized

• Decentralized

» There is no correct answer: both have a role to play in an organization

Centralized Management

• One individual sets all policies, charts all courses, makes all decisions

• Good in small settings

• Criteria• Organization must be small to permit manager

supervises all staff members• The manager must have time to make decision

and to supervise

Decentralized Management

• Authority is delegated to certain individuals in order to achieve results through the efforts of others

• Possibility of delegating authority to someone who is unsuitable

• Does delegation of authority to others results in loss of own authority??

…decentralized management

• No!! Those in authority are expected to make decisions on their own within the framework and according to the intent of the manager’s policies

• The authority is expected to seek counsel if he is unsure or when a decision affects the work of some area other than his own

How to choose people who are capable of exercising authority?

• Leaders who have many of the same basic qualities as an effective manager

• Reach the level of achievement and quality of work

• Consistent, logical, fair, decisive, communicative

• Share most of the ideas and goals of the manager

Management by Objectives

MBO

What is MBO?

• A process of agreeing upon objectives within an organization so that management and employees agree to the objectives and understand what they are

• First popularized by Peter Drucker in 1954 in his book “The Practice of Management”

Main Principle

• MBO outlines written description of objectives and timeliness for their monitoring and achievement

• To get managers and employees agree to what to achieve and their commitment

MBO Objectives

• Objectives must be SMART

SMART criteria

• SMART • Specific• Measurable• Achievable• Realistic• Time-specific

MBO receives criticism. Why?

• Could be counterproductive and contribute to a climate that may lead to distortion of the system, manipulation of accounting figures, and ultimately unethical behavior.

Thank you