MEDT 08 :

Laboratory Module 3:
Management Processes
Management

MODULE 03
MANAGEMENT PROCESSES

At the end of this module, you are expected to:

1. Explain the laboratory management

2. Explain the primary function of management
3. Identify the steps in management process
4. Enumerate the responsibilities and functions of management
5. Differentiate the types of management

MANAGEMENT

What is Management?
 The effective utilization of men and the efficient utilization of resources for the
attainment of a pre-determined objective.
 Has been called the art of getting things done through people.
 Activities are completed and accomplished efficiently and effectively with and through
people.

4 MANAGEMENT Approaches
1. Scientific Approach
o Phases of Management
2. Bureaucratic Approach
o Rule-centered
3. Behavioral Approach
o Performance and Interpersonal approach
4. System Approach
o Continuous process of interacting itself and environment
o Organization as an OPEN SYSTEM

Management Performances
1. Efficiency
o The ability to get things done correctly.
o It is an “input” – “output” concept.
o An efficient manager is one who achieves output or results that measure up to
the inputs (labor, reagents, supplies, equipment, and time) used to achieve
them.
2. Effectiveness
o The ability to choose appropriate objectives.
o An effective manager is one who selects the right things to get done.

Course Module
 MEDT 08 :
Laboratory Module 3:
Management Processes
Management

Management Skills by Robert Katz

1. Technical skill
o The ability to use equipment procedures and techniques of specialized fields.
o The manager need enough “technical skill” to accomplish the mechanics of
the particular jobs he is responsible for.
2. Human skill
o The ability to work with, understand and motivate other people, either as an
individual or as a group.
o Managers need enough of this human relation’s skill to work with other
organization members and to lead their own work groups.
3. Conceptual skill
o The skill pertaining to the ability to identify and resolve problems for the benefit
of the organization and its members.
o A manager needs enough conceptual skill to recognize how the various factors
in a given situation are interested, so that the action he takes will be in the best
interest of the total organization.

TYPES OF MANAGEMENT

Management Levels and Skills

Top Level
Managers

Middle-Level
Managers

Frontline
Managers

 Top-level managers
Senior executives responsible for the overall management and
effectiveness of the organization.
 Middle-level managers
Managers located in the middle layers of the organizational hierarchy,
reporting to top-level executives.
 Frontline managers
Lower-level managers who supervise the operational activities of the
organization.

Course Module
 MEDT 08 :
Laboratory Module 3:
Management Processes
Management

FUNCTIONS OF MANAGEMENT

The Functions of Management are:

1. PLANNING
 is defined as pre-determining course of action in order to arrive at a desired result. It
is the continuous process of assessing, establishing goals and objectives,
implementing and evaluating them, and subjecting these to change as new facts are
known, while planning is largely conceptual, its results are clearly visible.
 The methodical selection of a series or set of contemporary actions for the purpose of
pursuing an improved position
 It is deciding in advance: What? How? When? Who? to do it…
 It is the thinking and analyzing portion of the management process.

Principles of PLANNING
 Planning is always based and focused on the vision, mission, philosophy and
clearly defined objectives of the organization
 Planning is a continuous process. Provision for proper analysis would indicate
a revision or flexibility to be done to make it effective.
 Planning should be common within the entire organization covering the
various departments, services and the various levels of management to
provide maximal cooperation and harmony.
 Planning utilizes all available resources.
 Planning must be precise in its scope and nature. It should be realistic and
focused on its expected outcomes.
 Planning should be time-bound- example is short and long range plans.
 Projected plans must be documented for proper dissemination to all
concerned for implementation and evaluation to the extent of its achievement.

Importance of PLANNING
Laboratory managers should know how to plan for several reasons:

1. Planning leads to the achievement of goals and objectives

Workers relate what they do to meaningful results since plans are
focused on the objectives. One major consideration in planning is
the FEASIBILITY of goals and objectives.

2. Planning gives meaning to work.

Employees or workers experience greater satisfaction if what they
do becomes meaningful to them.

3. Planning provides for effective use of available resources and facilities.

The best use of personnel and material resources prevent
wastage.

Course Module
 MEDT 08 :
Laboratory Module 3:
Management Processes
Management

4. Planning helps in coping with crises. Hospitals and laboratories should

provide for disaster plans.
This allows the workers to function more clearly and efficiently
when actual emergencies occur such as fire, typhoons,
earthquakes, or occasions when people are likely to get hurt.

5. Planning is cost effective.

Costs can be controlled through planning for efficient operation.
For example, projecting the number of laboratory tests in a given
day helps in determining accurately the needed weekly supplies in
the laboratory so as to prevent undersupply or oversupply.
The development of the laboratory’s budget, both operational and
capital is the principal vehicle for this task.

6. Planning is based on past and future activities.

Evaluation of programs, schedules, and activities whether
successful or not, prevents and/ or reduces the recurrence of
problems and provides better ideas in modifying or avoiding them.

7. Planning provides the basis for control.

It becomes the basis for evaluating the accomplishment of the set
programs/activities.

8. Planning leads to the realization for the need for change.

A plan must have a system to check for change and bring about
progress.

Characteristics of a Good Plan

1. Be precise with clearly-worded objectives, including desired results and
methods for evaluation.
2. Be guided by policies and/or procedures affecting the planned action
3. Indicate priorities
4. Develop actions that are flexible and realistic in terms of available
personnel, equipment, facilities and time
5. Develop a logical sequence of activities
6. Include the most practical methods for achieving each objective.
7. Be of use to the whole organization

Setting Goals and Objectives

 The first step in laboratory planning is the establishment of general goals (also
known as mission statement) and specific objectives by the laboratory staff.
 The use of each objective for purposes of management is known as
management by objectives (MBO).
 Goals are those general and qualitative statements of overall philosophy of
the organization.

Course Module
 MEDT 08 :
Laboratory Module 3:
Management Processes
Management

 Mission is the final and ultimate goal.

 Objectives represent the interim goals by which the mission is the most
logically and effectively pursued.
 Objectives should be quantifiable statements which are achievable over a
designated period of time.
 Objectives may be immediate (priorities), intermediate or long range.
 Objectives require revival and updating because of the constant change in the
progress of organizations.

Developing and Scheduling Programs

Programs are determined, developed and targeted within a time frame to reach
the set goals and objectives. KRON has developed a planning formula which may be
used for daily duties, or for short and long range projects.
1. WHAT? – What has been done? What should be done? What equipment and
supplies have been used or are needed? What steps are necessary in the
procedure? What other efficient methods may be used?

2. WHEN? – When should the job be done? When was it formerly done? When
could it be done?

3. WHERE? – Where is the job to be done? Where does an activity occur in

relation to those activities immediately preceding and following it? Where
could supplies be stored, cleaned and so forth?

4. WHY? – to each of the questions, ask why? Why is this job, this procedure is
necessary? Why is this done in this way, in this place, at this time, by this
person

5. WHO? – Who has been doing the job? Who else could do it? Is more than one
person involved?

6. HOW? – How much will it cost? How will the job be done? How will the time
and energy of personnel be used?
These are difficulties and problems that results between those
responsible for providing laboratory services and those
accountable of administering overall hospital policy.

7. CAN? – can some steps or equipment be eliminated? Can somebody else do

it better? Can we get enough money?

Course Module
 MEDT 08 :
Laboratory Module 3:
Management Processes
Management

2. ORGANIZING
 Organization consists of the structure and process which allow the agency to enact
its philosophy and utilize its conceptual frame. It refers to a body of persons, methods,
policies and procedures arranged in systematic process through the delegation of
functions and responsibilities for the accomplishment of purpose.
 Organizational Chart – the formal written map of the structural plan and authority
delegation. It depicts the formal organization relationships, area of responsibility,
persons to whom one is accountable and channels of communication, line of authority,
span of control.
 It is the process of establishing formal authority. Assembling and coordinating the
human, financial, physical, informational and other resources needed to achieve
goals. It involves setting-up the organizational structure through identification of
groupings, roles and relationships, determining the staff needed by developing and
maintaining staffing patterns and distributing them in the various areas as needed. It
includes developing job descriptions by defining the qualifications and functions of
personnel.

Setting Up the Organizational Structure

The successful setting up of the organizational structure enables an organization
to achieve its purposes. A clear organizational structure is drawn and all the
employees are made aware of it.
a. It informs members of their responsibilities so that they may carry them out.
b. It coordinates all organizational activities so there is minimal duplication of
effort and conflict.
c. It allows the manager and the individual workers to concentrate on his/her
specific role and responsibilities.
d. It reduces the chances of doubt and confusion concerning assignments.
e. It avoids overlapping of functions because it pinpoints responsibilities.
f. It shows to whom and for whom they are responsible/accountable and to
whom they have to report.

The Organizational structure of the Laboratory should be updated, reviewed,

approved and documented by the proper authority. Date of last review should be
documented.

Five Major Characteristics of an Organizational Chart

An organizational chart should show the following components:
1. Division of Work
 each box represents the individual or sub-unit responsible for a
given task of the organization’s work load.
2. Chain of Command
 lines indicate who reports to whom and by what authority.
3. Type of work to be performed
 indicated by labels or descriptions for the boxes.
4. Grouping of Work Segments
 shown by the clusters of work groups (departments or single units).

Course Module
 MEDT 08 :
Laboratory Module 3:
Management Processes
Management

5. Levels of Management
 indicate individual and entire management hierarchy. Hierarchy
refers to a body of persons or things organized or classified in
pyramidal fashion according to rank, capacity or authority assigned
to vertical levels with offices ranked in grades, orders or classes,
one above the other.

Organizational Chart
 The formal written map of the structural plan and authority delegation.
 Specifically, the title of each manager’s position and by means of connecting
lines. The positions of greater responsibility are located at the top while those
of lesser accountability appear on correspondingly lower levels.

 Organizational Structure (Philippine Setting)

3. DIRECTING
 Directing is a management function through which the management instructs, guides,
and inspires the employees by communicating with them. It also oversees the
performance of the employees for the achievement of the predetermined goals. It is
the function of leading the employees to perform efficiently, and contribute to their
optimum for the achievement of the organizational objectives.
 Directing is the issuance of orders, assignments and instructions that enable
laboratory personnel to understand what is expected of them.
 Directing is the connecting link between organizing for work and getting the job done.
Directions must be complete, understandable and given n logical order. Too many
directions given at one time often result in confusion and poor performance. Written
directions prevent misunderstandings. The workers can always refer back to these
when needed. Allowing staff members to ask questions clarify the aspects of
directions that are not completely understood. CLEAR DIRECTIONS, follow-up and
supervision help maintain quality of work.

Course Module
 MEDT 08 :
Laboratory Module 3:
Management Processes
Management

 As a function of management, directing is useful to the organization in many ways as

given below.
o It guides and helps the subordinates to complete the given task properly
and as per schedule.
o It provides the necessary motivation to subordinates to complete the work
satisfactorily and strive to do their best.
o It helps in maintaining discipline and rewarding those who do well.
o Directing involves supervision, which is essential to make sure that work
is performed according to the orders and instructions.
o Different people perform different activities in the organization. All the
activities are interrelated.
o Directing involves leadership that essentially helps in creating appropriate
work environment and in the building up of team spirit.

Characteristics of a Good Leader

1. Liking for people
2. Optimistic
3. Good self-esteem
4. Ambitious
5. Self-discipline
6. Good listener
7. Poise
8. Accessibility
9. Approachable
10. Good sense of values

Leadership Methods
1. Develop and constantly update all laboratory procedures and policies
by preparation of appropriate manual.
2. Schedule and conduct periodic meetings with staff for discussion and
review of policies and procedures and to encourage innovative thinking
and improvements in service.
3. Delegate responsibility for efficiently monitoring compliance with
policies and procedures.
4. Assure awareness of the laboratory mission by requiring that
appropriate personnel attend all hospital and medical staff meeting that
call for laboratory representation.
5. Fully support and generously budget for a meaningful laboratory
continuing education program.

4. STAFFING
 Staffing is the process of hiring eligible candidates in the organization or company for
specific positions. In management, the meaning of staffing is an operation of recruiting
the employees by evaluating their skills, knowledge and then offering them specific
job roles accordingly.

Course Module
 MEDT 08 :
Laboratory Module 3:
Management Processes
Management

 The process of determining personnel and job needs, recruiting qualified staff,
matching them with the appropriate job and training them to perform the work
assigned.
 Staffing establishes how many and what types of personnel are needed, whereas
scheduling determines the names of the persons who will work at these times.
 Ensuring that the laboratory has the appropriate personnel to deliver a timely, high-
quality service that meets the needs of its patients.
 In clinical laboratory, the law specifies the minimum number of staff that should be
employed to operate.This protects that patients will be attended well and the
employees are not overworked.

STAFFING must address the following issues:

1. Set the types of personnel needed by the laboratory.
2. Determine the number and placement of each type needed.
3. Ensure that the staff is suitably trained to perform its duties.
4. Project long-term variations in personnel needs.

Types of Personnel Needed

 The technological and analytical complexity of the procedures being
performed
 The amount of supervision and support available to the persons actually
performing the tests
 Testing volume or workload
 Analytical throughput or turnaround time expectations
 Equipment, instrumentation and computer technology available

STAFFING Levels
 The primary determinant in the staffing decision is the level of service
expected from each unit and the resulting workload.
 Technical skills, matched with workload, set the types and numbers of
personnel needed during each staffing period.

Performance Training
 Important aspect of staffing is making certain that employees are properly
trained to perform their assignments.
 Management has a distinct responsibility to properly educate and train the staff
for the tasks and duties it is expected to perform.

Workload Projections
1. Historical records, such as productivity and financial data, which form the basis
for current staffing requirements and the preparation of the schedule for the
immediate period.
2. Analysis of future trends, based on an examination of past and current testing
volumes to detect tests that are gaining in popularity, becoming obsolete or
giving way to alternative methodology.

Course Module
 MEDT 08 :
Laboratory Module 3:
Management Processes
Management

3. Analysis of foreseeable changes resulting from the introduction of new

procedures, discontinuance of old tests, acquisition of new services such as
an outpatient center.

5. CONTROLLING

 Controlling or evaluating is an on-going function of management which occurs during

planning, organizing, and directing activities. It includes assessing and regulating
performance in accordance with the plans that have been adopted, the instructions
issued, and the principles established.
 It consists of verifying whether everything occurs in conformities with the plans
adopted, instructions issued and principles established. Controlling ensures that there
is effective and efficient utilization of organizational resources so as to achieve the
planned goals. Controlling measures the deviation of actual performance from the
standard performance, discovers the causes of such deviations and helps in taking
corrective actions
 Therefore, -It is a function that brings back the management cycle back to the planning
function. Thus, the controlling function act as a tool that helps in finding out that how
actual performance deviates from standards and also finds the cause of deviations &
attempts which are necessary to take corrective actions based upon the same.
 This process helps in the formulation of future plans in light of the problems that were
identified &, thus, helps in better planning in the future periods. So from the meaning
of controlling we understand it not only completes the management process but also
improves planning in the next cycle.
 Controlling is one of the managerial functions just like planning, organizing, staffing
and directing. It is an important function because:
o it helps to check the errors,
o helps in taking the correct actions so that there is a minimum
deviation from standards and,
o in achieving the stated goals of the organization in the desired
manner. According to modern concepts, control is a foreseeing
action. Whereas the earlier concept of control was used only when
errors were detected.
 Controlling can be defined as that function of management which helps to seek
planned results from the subordinates, managers and at all levels of an organization.
The controlling function helps in measuring the progress towards the organizational
goals & brings any deviations, & indicates corrective action. Thus, an overall sense,
the controlling function helps and guides the organizational goals for achieving long-
term goals in future.

Course Module
 MEDT 08 :
Laboratory Module 3:
Management Processes
Management

Reasons for Conducting Evaluation

Evaluation plays an important role in quality and productivity improvement for
several reasons.
1. Evaluation ensures that quality nursing care is provided.
2. It allows for the setting of sensible objectives and ensures compliance with
them.
3. It provides standards for establishing comparisons.
4. It promotes visibility and a means for employees to monitor their own
performance.
5. It highlights problems related to quality care and determines the area that
require priority attention.
6. It provides an indication of the costs of poor quality.
7. It justifies the use of resources.
8. It provides feedback for improvement.

Basic Components of the Control Process

The control process may be divided into the following components:
1. Establishment of standards, objectives, and methods for measuring
performance;
2. Measurement of actual performance;
3. Comparison of results of performance with standards and objectives and
identifying strengths and areas for correction and/or improvement;
4. Action to reinforce strengths or successes; and
5. Implementation of corrective action as necessary.

Characteristics of the Control Process

The control process should be:
1. Cyclical
o It is never finished.
2. Anticipatory and Retrospective
o The process anticipates problems and takes preventive action
o With corrective action, the process also follows up on problems.

Course Module
 MEDT 08 :
Laboratory Module 3:
Management Processes
Management

References and Supplementary Materials

1. Venzon & Nagtalon. (2006). Nursing Management Towards Quality Care. 3 rd ed.
Philippines: C & E Publishing, Inc.
2. Suba & Florida. (2014). Introduction to Medical Technology with Science, Technology,
and Society. Philippines: Cengage Learning Asia Pte Ltd.
3. Management Study Guide (2020). Organizing Function of Management. Retrieved from:
https://www.managementstudyguide.com/organizing_function.htm
4. Management Study Guide (2020). Directing Function of Management. Retrieved from:
https://www.managementstudyguide.com/directing_function.htm
5. Satyendra (2015). Directing – A Management Function. Retrieved from:
https://www.ispatguru.com/directing-a-management-function/
6. Toppr (2019). Staffing: Definition, Meaning, and Functions. Retrieved from:
https://www.toppr.com/guides/business-studies/staffing/introduction-to-staffing-and-its-
meaning/#:~:text=Staffing%20is%20the%20process%20of,them%20specific%20job%20
roles%20accordingly.
7. iEduNote (2017). What is Controlling? Retrieved from:
https://www.iedunote.com/controlling
8. Management Study Guide (2020). Controlling Function of Management. Retrieved from:
https://www.managementstudyguide.com/controlling_function.htm
9. Toppr (2019). Meaning of Controlling. Retrieved from:
https://www.toppr.com/guides/business-studies/controlling/meaning-of-controlling/

Course Module