Laboratory_management_ and_practice.pptx

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1. Laboratory management and practice

2. An ongoing process that seeks to efficiently achieve the objectives of medical laboratory

3. Leadership and management

4. Role of laboratory supervisors, managers, and directors

5. Laboratory manager/in charge A good manager studies management as a daily practice. The high performance manager is: A strategist: one who looks to the future A problem solver: one who uses his/her factors under his/her control to redirect the course of action to achieve the organisation objectives. A teacher: one who guides and helps others to identify and solve problems

6. Laboratory plan Each laboratory must have a strategic plan that describes its long term goals, such as move toward more automation or any modern diagnostic techniques. Each employee’s role should be clearly defined, and written job descriptions should provided so personnel know what they are expected to do. Therefore, it is not an easy task for a manager to strike a balance among the clinical laboratory regulations, fiscal responsibility

7. and employee competence and morale to maintain in the overall quality of patient care. It is appropriate to remember that the two most important components of management are Common sense Open communication with laboratory staff.

8. Laboratory director Must be a physician or a doctoral scientist qualified to assume professional, scientific, consultative, organizational, administrative, and educational responsibility for the services offered by the laboratory. Or a laboratory technologist or depending on the policy of a particular country. Must have sufficient training and experience in clinical medicine, sciences basic to medicine, clinical laboratory.

9. Duties of a laboratory director Interpretation, correlation and communication of laboratory data. Interaction with physicians or medical staff, patient and administration. Monitoring of standard of performance, quality control, QI Provision of education programs, planning, research

10. Ensuring sufficient personnel with adequate documented training and experience to meet the needs of the laboratory. Must be a decision maker in all laboratory equipments and supplies.

11. Laboratory supervisor Bachelor degree in chemical or clinical laboratory/ medical technology science with at least one year experience Responsible for day to day supervision of laboratory operation, as well as personnel performing testing and reporting test results.

12. Setting up a laboratory Most health centre laboratories in south sudan consist of a single where all major laboratory activities are carried out

13. Furniture Place a table and two chairs in the main laboratory room near the exit door for use as the reception desk. Place stools under benches wherever a space has been set aside. Place a long bench outside the laboratory room, preferably sheltered from rain and sun, in the waiting area for patients

14. Major equipments Place the haemoglobinometer or colorimeter on the bench close to power outlet and near reception desk. Place the microscope on the bench, close to power outlet facing the window. Place the centrifuge on the bench, close to the sink and away from the microscope. Place the weighing scales on the bench, away from the door windows.

15. Place the neubauer chamber in a drawer or cupboard close to the microscope. Place the pressure cooker or steam sterilizer In a cupboard until required.

16. Minor equipments Place staining rack over the staining sink. Place a pair of forceps on the rack. Place a slide drying rack on the bench near the staining sink. Place the glassware drying rack on the wall above the staining sink. Place the candle water filter or aspirator bottles at the staining sink. Place the spirit lamp filled with technical methanol close to the staining sink.

17. Management styles There are two styles of management namely; Management by objectives Management by exceptions

18. Management by objectives Management by objective(MBO) also known as management by result was developed by Peter Drucker . It is a performance management in which a balance is sought between the objectives of employees and the objectives of the organization/lab. The essence of management by objective is to determine joint objectives and provide feedback on the results. Setting challenging but attainable objectives promotes motivation and empowerment of employees.

19. Conditions that must be met Objectives are determined with employees. Objectives are formulated at quantitative and qualitative level. Objective must be challenging and motivating. Daily feedback on the state of affairs at level of coaching and development state management report. Rewards for achieving the intended objectives is a requirement.

20. The basic principle is growth and development not punishment

21. (Peter Drucker’s ) Steps to put M.B.O into practice Determine or revise the organizational objectives; these objectives stem from mission and vision. Translating the organizational objectives to employees; in order to make organizational objectives organization-wide, it is important to translate them to employee level. These objectives must be S.M.A.R.T(specific, measurable, acceptable, realistic and time bound) Stimulate the employees in the determining of the objective; the starting point is to have each employee in the determining of personal objectives

22. That are in line with organizational objectives. 4. Monitoring of progress ; because the goals are smart, they are measurable. 5. Evaluate and reward achievements; A comprehensive evaluation is essential. As goals and objectives have been SMART formulated, they make the evaluation of the process very easy.

23. Advantages of management by objectives Improved performance. MBO is result oriented process. Greater sense of identification. The individual members of the organization have greater identification with company goals. Maximum utilization of human resources. Since the goals are set in consultation with subordinates. These are more difficult and challenging to achieve than if imposed on the subordinates.

24. No role ambiguity. There is no role confusion because specific goals are set for the organization, for the division of departments and for the individual members. Improved communication between management and subordinates. Improved organizational structure. The whole organization is redesigned because of revision of job description.

25. Device for organizational control. In case of any deviation discovered between actual performance and the goals, these can be regularly and systematically identified evaluated and corrected. Career development of the employees; MBO provides realistic means of analyzing training needs and opportunities for growth for the employees.

26. Result based performance evaluation. This allows the subordinates to know how well they are performing. Stimulating the performance of the employees. Especially when they partcipate in goal setting

27. Limitationsdisadvantages of management by objectives Lack of understanding of systems commonly results into misapplication of objectives. Setting production targets will encourage workers to meet those targets through whatever means necessary, which usually results in poor quality. It over-emphasizes the setting of goals over working of the plan as a driver of outcomes. It under-emphasizes the importance of the environment or context in which the goals are set.

28. Lack of support of top management; in traditional organizations, the authority is vested on the top management and it flow from top to bottom. In MBO, subordinates are given equal opportunity of participation which is resented by top management. Resentful attitudes of subordinates towards the system of MBO. This happens when setting goals. They may be under pressure with the management and the objectives which are set may be unrealistically to high or rigid.

29. Difficulties in quantifying goals and objectives. MBO is only successful if the goals set can be quantified. Where goals cannot be measured, it is not workable. It is costly and time consuming; there is a lot of paper work, meetings and reports. Emphasis on short term goals like 6 months. This is because goals are measured

30. Lack of adequate skills and training; most of the managers lack adequate skills, knowledge and training required in interpersonal interaction which is required in the MBO. Many managers sit down and dictate the goals with no input from subordinates. Poor integration; with other system like forecasting and budgeting is very poor. Lack of follow up due to set/rigid time for meeting and reporting.

31. Difficulty in achieving group goals especially when goal of one department depends on the other department, cohesion is difficult to maintain. Inflexibility. MBO makes the organization rigid. Limited application. It is applicable at managerial level but not appropriate for all levels of employees especially at lower level. Long gestation period. 3-5 years to implement.

32. Management by exception It is a system of identification and communication that signals the manager as when and where his attention is needed. the main of objective of this system is to enable the manager to identify and isolate the problems that call for decision and action, and avoid or ignore or pay less attention to less critical problems which are better be solved by his subordinates

33. Under this system the manager should receive only condensed, summarized and invariable comparative reports covering all the exceptions of the past averages and standards pointed, both the specially good and specially bad exceptions. This gives him full view of the progress in few minutes of time. Thus by using the experience in a systematic way ( i.e having the knowledge of the past attainment) a careful analysis is made with reference to existing records and standard of performance.

34. Advantages of management by exception It saves time. The manager attends to real problems at a particular point of time. Concentrated efforts are possible, as this system enables the manager to decide when and where he/she should pay attention. It identify crisis and critical problems. Lesser number of decisions is required to be taken, which enable the manager to go into detail.

35. It allows to increase span of control and activities for a manager. Use of past trends, history and available data can be made fully. It allows the management about good opportunities as well as difficulties. Qualitative and quantitative yardsticks are provided for judging the current position. It prevents management from over managing.

36. Limitations/disadvantages of management by exception It requires comprehensive observing and reporting system. It increases paper work. Some important factors, like human behavior, are difficult to measure

37. Phases of management by exception system Phase 1: Measurement phase: In this phase, facts of operational situation are collected and assessed i.e use of performance of its whole range inputs such as efforts contributing to the goal of the laboratory; its productivity, money flow, effectiveness of financial resources being used to produce goods, services, profits; availability and waste of reagents and its economy from its purchase through processing and storing to delivery.

38. The information about all these factors are utilised by way of quantitative measurement like using time standards, balance sheet data, inventory data, inspection, current reagents, equipment and instrument utilisation .

39. Phase 2: projection phase In this phase, analysis of those measurements which are meaningful to the objective of the laboratory for future outlook or expectations is carried out.

40. Phase 3. selection phase In this phase, those vital and economical available measures are selected, which will best indicate the progress towards its objectives.

41. Phase 4. Observation phase In this phase, current status of performance is periodically observed and measured. The system should be reliable, automatic and adequate.

42. Phase 5. Comparison phase Comparison is made between actual and expected performance and progress in order to identify exception, analyse causes and report the need for action to appropriate authority about the exceptions that required priority of attention.

43. Phases 6. Action phase This is where decisions are taken and implemented with the view to bring performance to the desired level or adjust in anticipations to reflect changing conditions or take full advantage of better performance or opportunity.

44. Crisis management A crisis is a time of intense difficulty, trouble or danger Crisis management Is the application of strategies designed to help an organization deal with a sudden and significant event. A crisis can occur as a result of unpredictable event or unforeseeable consequence of some event that has been considered as a potential risk. In either case, crises almost invariably requires that decisions be made quickly to limit the damage to the organization.

45. Crisis management goal Crisis management seeks to minimize the damage crisis causes. However, this does not mean hat crisis management is the same as crisis response. Crisis management is a comprehensive process that is put into practice before a crisis even happens

46. Recovery crisis management versus risk management Before crisis begins, a pre crisis planning aims to identify risk and then find ways to mitigate or lessen those risks. Note that crisis management and risk management are two different things. Risk management means looking for ways to minimize risk. Crisis management involves ways to figure out how to respond when an incident does occur

47. Stages of crisis Warning and risk assessment: to identify risks and plan for ways to minimize those risks and their effects Crisis response and management: when crisis occurs, crisis manager is responsible for directing the organization’s response in accordance to its established management plan.

48. Post crisis and resolution: after crisis subsides and business begins to return to normal, the crisis manager should continue to meet with members of the crisis management team, especially those from legal and finance department to evaluate the progress of recovery efforts.

49. Best practices for managing crisis Develop a plan before you need it. Respond in a timely manner. Delegate responsibilities and minimize miscommunication Consult legal and crisis management professionals. Prioritize your team.

50. Crisis management plan Create or update your crisis management plan. Get a dedicated crisis team in place. Create a clear strategy for communication. Get and give out reliable data. Worst case. How long it will last.

51. Planning Planning is the process of defining an institution's reason for existing, setting goals for realizing full potential, and creating increasingly discrete task to meet those goals. Strategic plan is the company’s big picture Tactical strategy. Describes how a company will implement its strategic plans Operational plan. Covers what needs to happen continually, on day to day basis in order to execute tactical plans.

52. Contingency plan. It is a plan incase crisis happens can be implemented.

53. Steps of organizational planning Develop a strategic plan. Perform SWOT(strength, weaknesses opportunities and threats) Translate the strategic plans into tactical steps. Plan daily operations Execute the plans. Monitor progress and adjust plans.

54. Conducting interviews and meetings Prepare your questions. Before you meet candidates face to face, you need to figure out exactly what you are looking for in a new hire so that you ask the right questions during the interview. Reduce stress. Candidates find job interviews stressful of the many unknowns. Involve only few people when making decision Assess potentials. Budget two hours for the first interview.

55. Ask real solutions. Consider cultural fit but don’t obsess. Sell the job

56. Principles of organizing Organizing is a systematic process of arranging things. There are twelve principles of organizing namely; Principle of work specialization. Principle of unity of command. Principle of delegation. Principle of control or supervision. Principle of simplicity(not complex or complicated structure)

57. Principle of flexibility Principle of functional definition( especially for authority and employees). Principle of balance (equal treatment/work load) Principle of coordination. Principle of accountability and responsibility. Principle of objectives/target

58. structure An organizational structure is a system that outlines how certain activities are directed in order to achieve the goals of the organization. It determines how information flows between levels within the company. It also defines employee’s job and how it fits in overall system. The structure can be centralized or decentralized.

59. Types of structures Divisional or multidivisional structure. Flatarchy structure. Flattens hierarchy and chain of command and gives employees a lot of autonomy. Functional structure also called bureacratic organizational structure. Act of dividing into departments. Matrix structure. It is where an employee can serve multiple tasks/

60. Benefits of organizational structure Faster decision making Multiple business locations. Improved operating efficiency. Greater employee performance. Eliminates duplication of work. Reduce employee conflict. Better communication.

61. Relationship It is the way in which two or more concept, objects or people are connected or state are being connected. Organizational relationships are: intra-organizational, organization-customer, and business cluster.

62. Intra-organizational relationship Is a relationship maintained internally between departments, division and employees of an organization

63. organization-customer relationship It is the process by which business or organization administers its relationship with customers or clients.

64. Business cluster Is the geographical concentration of interconnected businesses, suppliers and associated institutions in a particular field.

65. Delegation Delegation is the act of assigning task, authority to other members of your team. It improves efficiency and decrease the burden on your shoulders. It is also a way to develop others and free yourself up for more strategic work.

66. Benefits of delegation Gives you time and ability to focus on higher level task. Gives others to learn and develop new skills Develop trust between workers and improves communication. Improves efficiency, productivity and time management

67. Why it is difficult for some people to delegate Lack of time Identity Emotional attachment Guilt. Especially assigning people you don’t have authority over them. Trust Fear of failure Authority Rewards

68. Qualities considered before delegating Choose an ambitious person Resourceful person A listener Detail oriented

69. Controlling Is the process of assessing the organization progress toward accomplishing its goals. Importance of controlling Helps in accomplishing organizational goals. Judging accuracy of standards Making efficient use of resources Improving employee motivation Ensuring order and discipline Facilitating coordination in action

70. Span of control Span of control is the number of subordinates under one manager. There is no limit to the numbers of span of control. There are two types of span of control namely Wide span of control. This is where a large number of subordinates is supervised by one supervisor. Narrow span of control. Is where a small number of subordinate is supervised by their head.

71. Importance of span of control Limitation of time by head for the head of organization to supervise all divisional employees. Limited capacity especially human energy to deal with large number of employees hence span of control. Span of attention. People pay attention to specific people and work to certain level.

72. Communication. Should be effective so that what is said is well understood. Psychological factor. Different employees have different personalities, attributes and abilities. The head must understand every employee through span of control. Growth chances. Span of control helps to manage properly as every division has its own roles and specific reporting to specific person.

73. Control systems and techniques Traditional types of control techniques include: Budgetary control Standard costing Financial ratio analysis eg balance sheet Internal audit Break-even analysis where a business does not make profit or loss Statistical analysis

74. Staffing in an organization Is the process of hiring eligible candidates in the organization or company for specific position.

75. Job descriptions Is a summary of essential responsibilities, activities, qualifications and skills of a role. A job description should include important company details like mission culture and any other benefits it provides to employees. It may also specify to whom the position reports and salary range. Make your job titles specific eg position for lab technician, technologist etc.

76. Use simple language. Avoid internal lingo. Job summary. The summary should provide the over view of your company and expectations for the position. Also outline the core responsibilities of the position. You may need to highlight the day to day activities of the position.

77. Specify how the position fits into the organization Include list of hard and soft skills ie qualifications. make sure your list is concise. Include salary range and benefits but this is not common in south sudan . List out your top perks and benefits like tea, lunch etc.

78. Recruitment Recruitment refers to the process of identifying, attracting, interviewing, selecting, hiring and onboarding employees. There 15 steps in recruiting; Identify the hiring need Devise recruitment plan Write job description Advertise the position Recruit the position

79. Review the applications Phone interview/initial screening Interviews Applicant assessment Background check Decision Reference check Job offer

80. Hiring Onboarding Types of recruitment Internal recruitment. Filling vacancy with existing employees from within the organization Retained recruitment especially when the organization hires a recruiting firm

81. Contingency recruiting. From an outside firm. Staffing recruitment. (through agency) Outplacement recruiting. Is an employer sponsored benefit which former employees transition into new jobs. Reverse recruiting. Encouraging employees to seek employment with different organization that offer better fit for their skill set.

82. Placement Is the process of connecting the selected person and the employer in order to establish an ongoing employment relationship. A well placed employee can be an asset to the organization. A candidate who passes placement will then be offered the job.

83. Benefits of placement Improves the morale of employees Reduces employee turnover Decrease accident rates Enhances labour productivity Clarifies expectations

84. Retention Is an organization’s ability to prevent employee turnover or number of people who leave their job in a certain period of time, either voluntarily or involuntarily. Employee retention is a high priority for leading HR organization today. Employee retention matters because replacing employees cost businesses a lot.

85. Benefits of employee retention Reduces cost. Recruitment and training efficiency Increased productivity Improved employee morale. Experienced employees. Better customer experience Improved employee satisfaction and experience Stronger corporate culture Increased revenue

86. Causes of turnover Personal reasons Work life balance eg long hours of work Incompatibility between employer and employee as a result of poor hiring. Work relationship eg conflicts with boss. Lack of opportunity for career development. Financial reasons

87. Upward mobility The ability for employees to enter one level and climb a ladder of jobs with progressive more responsibility and benefits. This happens through: Promotion that offers career growth A complete change in role or occupation that benefits a person’s career growth.

88. Importance of upward mobility Employees stay with the company for longer period Employees are fully trained in their company’s procedures Employees Posses growth mindset. Employees become part of a strong leadership pipeline. Employees feel engaged in their roles

89. Staff/employment separation Refers to the end of an employee’s working relationship with a company. This can happen when an employment contract or an at-will agreement between an employer and an employee ends. Below is a list of employment separation.

90. Termination It is the most common and popular method of separation. There are several types of employment separation that fall under this category that may provide guidance to employers or employees seeking change. Here are some ways of termination

91. Constructive discharge : This is when an employee finds work environment challenging, even after attempting to improve the situation multiple times, leaves the company. Layoff : is terminating an employee who is not at fault but due to changing business needs like acquisition and restructuring.

92. Termination by mutual agreement: occurs when the employee and employer agree to a separation. It benefits both parties by giving employer more time to recruit a new person and employee to plan for next phase of their career. Involuntary termination: Is when an employer chooses let go of an employee even when an employee is still willing and capable to work.

93. Voluntary termination: when an employee leaves a company at own free will. Example if an employee finds a job some where or retires.; Temporary job or contract ends. Firing: when an employee and employer are not at match. Termination for a cause. It may be uneasy news but employee may accept it and use employers feedback to improve themselves professionally.

94. Termination with prejudice: happens if the employer don’t plan to hire the employee again for the same job. Termination without prejudice: happens if the employer has the plan to hire the employer again for the same job. Wrongful termination: When an employer dismisses an employee unlawfully

95. Resignation Voluntary resignation: When an employee leaves a job for his or her benefit. Employee notify employer at least two weeks earlier. Forced resignation: An employer may ask an employee to resign or else the company must let them go.

96. Retirement Voluntary retirement: this is the process of resigning from your company voluntarily. Phased retirement: it applies to older employees. Mandatory retirement:

97. Furlough It refers to temporary unpaid leave from a job:

98. Reasons for (employment) separation Employee performance: if an employee’s work don’t align with employers expectations. New job opportunity. Finances: through furlough or lay off to save money to sustain the company. Retirement; Relocation especially by employee. Change in family dynamics

99. Staff death