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Module 1

70% -of all medical decisions are based on laboratory results.

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• Purpose of Clinical Laboratory: provide physicians and other health

care professionals with information to:
• detect disease or predisposition to disease
• confirm or reject a diagnosis
• establish prognosis
• guide patient management
• monitor efficacy of therapy
• Laboratory also plays a role in:
• Education & Research
• Information technology design & implementation
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• Quality improvement
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• A laboratory must use:

• Medical scientific, and technical expertise
• Resources such as personnel, laboratory and data processing
equipment, supplies, and facilities
• Organization, management, and communication skills

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Leadership Management
• Provides the direction where the • Provides the “road” to get there
organization is going • Primary functions include:
• Pattern of behaviors used to engage • Planning and prompt decision making
others to complete tasks in a timely and
• Organizing
productive manner
• Leading
• Leadership styles include: • Controlling
• Supporting
• Directing
• Delegating
• Coaching
• A leader may adopt any behavior style 5
periodically to suit a situation, but in
general, one style usually dominates.
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LEADERSHIP STYLES
•Supportive Leader
•Directive Leader
•Delegating Leader
•Coaching Leader

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• Good management uses the human, financial, physical, and

information resources available to an organization {in the most efficient
and effective manner}.

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• Was enacted in 1996.

• Providing standards that protect the confidentiality of health
information, while allowing interchange of information in
appropriate circumstances.
• Various rules have been implemented that have a direct impact on
the laboratory and include the use and disclosure of protected
health information (PHI).

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LEADER VS. MANAGER TRAITS

LEADER MANAGER
Administrator Implementer
Organizer & Developer Maintains Control
Thinks long term Thinks short term
Asks what & why Asks how & when
Risk Taker Watches Bottom Line
Challengers status quo Accepts status quo
Inspiration Is a good soldier
Does the right thing Does things right
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• A manager in the laboratory should have the following skills:

• Conceptual Skills/Organizational Skills
• People Skills/Human Skills
• Financial Skills
• Technical Skills

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• Authoritarian
• Democratic
• Consensus
• Laissez-faire

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Key Management Goal:

Ensure the quality laboratory services are provided
How to accomplished this goal?
Every laboratory should:
1. Strive to obtain modern laboratory equipment
2. Hire a well-trained staff
3. Ensure a well designed & safe physical environment
4. Create a good management team

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Quality Healthcare issues & Medical Errors should be addressed.

Laboratory Errors are as follows:
Pre-analytical Errors
Analytical Errors
Post-analytical Errors

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Standard Approaches to Quality Leadership & Management

Total Quality Management (TQM) Continuous Quality Improvement (CQI)
A systems approach that focuses on An element of TQM that strives to
teams, processes, statistics, and continually improve practices and not
delivery of services/products that just meet established quality
meet or exceed customer standards.
expectations.

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Tools to Improve Quality throughout the Health Care Industry

Six Sigma Lean
 A performance improvement program, the  A system for reducing waste (“nonvalued
goal of which can be summarized by the activities”) in production or manufacturing
mantra “improvement by eliminating process processes.
variation”: improved performance, improved  Developed from principles used by Toyota
quality, improved bottom line, improved Corporation
customer satisfaction, and improved
employee satisfaction.  Lean utilizes the 5S & PDCA
1. Sort P-lan
2. Set in Order D-o
3. Shine C-heck
4. Standardized A-ct
5. Sustain
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A. INFORMATION AGE:
Management has changed from supervision of “factory” workers to
coordination of knowledge workers.
B. ORGANIZATIONAL STRUCTURE

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B. ORGANIZATIONAL STRUCTURE

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A. MANAGERIAL FUNCTIONS
1. PLANNING
2. ORGANIZING
3. DIRECTING
4. DECISION MAKING / PROBLEM SOLVING
5. COORDINATING
6. COMMUNICATING

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Develop a pathway(s) to accomplish the organization’s

mission and goals using resources and time.
SWOT Analysis – determine both internal and external
factors of the organization standards.
 Internal Factors
a. S – strengths of the organization
b. W – weaknesses of the organization
 External Factors
a. O – opportunities available to the organization
b. T – threats to organization
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Types of Plans
A. Short Range or Tactical Plans
Cover a 1-5 year period and focus on tasks that can be completed in this
time frame.
B. Operational Planning
May be for 1 year or one budget period & concerns operations.
C. Strategic Planning
Maps out the course of an organization for approximately 20 years.
Involves Tactical & Operational plans
Evaluated & modified annually.
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Process of making a high level decisions.

Can also be defined as:
1. Deciding on the objectives of the organization and the need to
modify existing objectives if appropriate
2. Allocating resources to attain these objectives
3. Establishing policies that govern the acquisition, use, and
disposition of these resources.

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Strategic Planning Vs. Tactical Planning

Strategic Planning → based on long-term projections and a global
view that can have an impact on all levels of a laboratory’s
operations.
Tactical Planning → consists of the detailed, day-to-day
operations needed to meet the immediate needs of the
laboratory and works toward meeting the long-term strategic
goals that have been set.

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Time Management Flexibility to plan their work.

Structure Organizational Structure is based on:
A. Authority
 Formal – Assigned by organization or administration
 Informal – Gained informally through competence or leadership
qualities
B. Responsibility – Assigned by administration through delegation
C. Accountability – Occurs when the person responsible for completing a
task is evaluated to determine if the task was completed.

Reengineering Reorganizing work processes in the organization

 Benchmarking – is a process whereby the best process in one
organization is modified to fit similar processes in another organization.
Inventory Management Objective of an efficient laboratory is to experience few shortages in
testing reagents, supplies, & materials.
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Persuading employees to perform tasks that help the organization

accomplish its mission & goals.
TECHNIQUES OF DIRECTING
Authoritative  Encompasses issuing orders & telling someone what to do.
 Does not allow employee to decide how best accomplish task.
Coaching  Allows instilling of confidence & motivation into an employee about
accomplishing a task.
 Employee has more “say-so” in how to accomplish a task.
Empowerment  Allows an employee to determine what task to do & how to
accomplish.
 Employees are allowed to be creative & innovative to solve problems.
 Employees are allowed to take risks without fear of admonishment for
failing.
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ADVANTAGES DISADVANTAGES
FACE TO FACE SPOKEN  Immediate message conveyed  Cannot save the communication
COMMUNICATION  Immediate feedback  Receiver interpretation of
 Other factors can be determine: body message may be different from
language, tone of voice, eye contact, that of speaker’s intention.
etc

WRITTEN COMMUNICATION  Can communication encounter  Feedback delayed

 Readers can review, interpret & then  Informal: Memos & emails
respond to initial message  Formal: Letters

LISTENING Active listening components:

 Privacy
 Eliminate (reduce) physical barriers
 Listen to words, but look at behavior, & interpret implied meaning.
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Management Principles
Mission  Purpose of the laboratory; Organization’s
purpose
Vision/Goals  Organization’s broad, long term ambitions
Objectives  Directives
 Accomplishment
 Specific
 Measurable
 Attainable
 Realistic
 Time-bound
 Agreed-upon
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• Program that embodies all management process

• Important core: COMMUNICATION

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