Laboratory Management

Concept of Management Chapter I Management The art of getting things done through people Process consisting of planning, organizing, actuating and controlling Effective motivation of men and the efficient utilization of resources for the attainment of a predetermined objective. Nature of Management Art it results in the accomplishment of objectives through the use of auman effort. It requires skill and careful study in its application Science - it is a systematic body of knowledge. It gathers and analyses facts and formulates general laws or principles from these facts Functions of Management 1. Planning 2. Organizing 3. Directing 4. Controlling Planning It is the mental effort by which executives anticipate the possible causes or factors that may affect or change the activities and objectives of a particular organization It controls the nature and direction of change and determines what measures or actions are necessary to accomplish predetermined goals Should include several possible alternative courses of action that may be taken under varying conditions . The best course of action under the circumstances will be considered. Organizing The grouping together of men and establishing relationships among them Defining the authority and responsibility to the personnel who are to perform the work in order to use maximum advantage the laboratorys material resources in the attainment of a common objectives Directing Refers to the way of getting all personnel in an organization to accomplish what management desires. It involves both motivation and communication Controlling Checking the work accomplished against plans or standards The bases for controlling are standard quality, standard quantity, standard cost, and standard time Three 1. 2. 3. aspects involved in Controlling Planned performance A measure of actual performance Corrective measures

Manager An individual whose job is to guide the organization to 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 the functioning of an activity to achieve a set of goal or purpose His strength is his ability to use all of his resources to get things done properly Director Directs the affairs of an organization by establishing goals and priorities that determine the direction of the organization Administrator Administers or runs an organization within the framework or the various directives and policies given to him Supervisor Oversees the activities of others to get them to accomplish specific tasks or to perform efficiently. Essential characteristics of a Manager 1. Motivation 2. Vision 3. Decision-making ability 4. Good health 5. Humility What 1. 2. 3. 4. 5. makes a good manager Appearance Personality act with proper decorum Articulate Energy, driven, ambition Positive attitude displaying a constructive, cheerful outlook in life 6. Thoughtfulness 7. Overall composure

self

8. Aura of leadership agreeable manner, confidence 9. bright, informed, a bit of sparkle 10. Breadth of interest learn a little about many fields like

1. 2. 3. 4.

As enterpreneurs are initiators, innovators Disturbance handler Resource allocator Negotiators when conflicts arise

Management Levels 1. First line manager lowest level in an organization responsible for the work of others. They direct operating employees only they do not supervise other managers often called supervisors 2. Middle managers refers to more than one level in an organization direct the activities of other managers and sometimes also those of operating employees their 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 3. Top managers composed of a relatively small group of executives. They are responsible for the overall management of the organization. It establishes operating policies and guides the organizations interactions with its environment. ex. President of the Hospital Roles 1. 2. 3. of Managers Interpersonal Informational decisional

Management Skills 1. Technical skill 2. Human skill 3. Conceptual skill Technical Skill ability to use equipments, procedures and techniques of a specialized field The manager needs enough technical skill to accomplish the mechanics of the particular job he is responsible for Human Skill Ability to work with, understand, and motivate other 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 Conceptual Skill The mental ability to coordinate and integrate all of the 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 Managerial Performance Efficiency doing things right the ability to get things done correctly. It is 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 Indicators of Lack of Management Skills 1. Inability to maintain an adequate staff 2. Recurring or persistent misunderstanding with the hospital administration

Interpersonal Roles 1. Symbol or a figurehead 2. Serves as a leader hires, trains, encourages, fires, remunerates, judges 3. Serves as a liaison between outside contacts- community, suppliers, others and the organization Informational Role 1. Monitors gathers informations 2. Disseminators of information flowing from both external and internal sources 3. Spokespersons or representatives of the organization. Decisional Role

3. Frequent or recurrent confusion concerning requisitions or reports of laboratory work 4. Frequent rush orders for supplies 5. Low moral in the laboratory 6. Requests for deserved pay raise by competent workers (when funds are available) 7. Excessive cost of operation 8. Ignorance of the cost of operation 9. Expenditure of much of the managers time in making minor decisions 10. Inability to do one or more tests when a key individual has a day off