MANAGEMENT

Key Terms

I. Defining Management
II. Managers
 Roles of Manager
 Skills of Manager
III. The Management Process
 Planning
 Organizing
 Directing
 Controlling
Management

I. Defining Management
 Management: The implementation of the
four conditions that must be present for
management to succeed.
 mission
 authority

 resources

 accountability

 Mission: The purpose or reason for the

existence of an organization
Management

II. Managers
 Roles and skills of Manager
Professional Manager: A person employed to
manage someone else’s business
1. The manager as a person: Talents and
Knowledge.
2. The manager as a servant
3. The manager as a representative
Key Terms

III. The Management Process

 Planning
 Goals: A broad, long-term ambition of the
organization
 Objectives: A measurable standard or task
sent in a designated time frame.
 Organizing
 Directing
 Controlling
Management

I. Defining Management
II. Managers
 Roles of Manager
 Skills of Manager
III. The Management Process
 Planning
 Organizing
 Directing
 Controlling
Management

I. Defining Management
 The process of coordinating and
implementing five functions
 Mission
 Authority

 Resources

 Responsibility

 Accountability
Management

I. Defining Management
II. Managers
 Roles of Manager
 Skills of Manager
III. The Management Process
 Planning
 Organizing
 Directing
 Controlling
Management

II. Managers
 Roles of Manager
1. Person
2. Servant
3. Representatives
Management

II. Managers
 Roles of Manager
1. Person
 Talent – Interpersonal Skills
 Knowledge – Technical Knowledge

“Managers are made, not born”

Management
Organization

Laboratory
Director

Laboratory Laboratory
Manager Manager

Section Section Section Section Section Section

Supervisor Supervisor Supervisor Supervisor Supervisor Supervisor

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Management

II. Managers
 Roles of Manager
2. Servants
 See to it that the institution has the
resources necessary so that the staff can
effectively and efficiently accomplish his or
her duties.
Management

II. Managers
 Roles of Manager
3. Representatives
 Representatives of the owners (board of
directors) of the organization.
 Coordination and communication
between the management and the staff.
 Board of Directors (Hospital)

Laboratory
Director

Laboratory Laboratory
Manager Manager

Section Section Section Section Section Section

Supervisor Supervisor Supervisor Supervisor Supervisor Supervisor

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Management

A. Managers
 a person who plans, organize, direct and control
the work of others in order to run a business and
achieve its goals.
B. Director
 design, develop long term future plans and
implement the strategic plan for their company.
C. Supervisor
 is an employee of an organization, occupying a
role between true manager and a regular
employee.
 Board of Directors (Hospital)

Laboratory
Director

Laboratory Laboratory
Manager Manager

Section Section Section Section Section Section

Supervisor Supervisor Supervisor Supervisor Supervisor Supervisor

Tech Tech Tech Tech Tech Tech

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Management

II. Managers
 Roles of Manager
 Skills of Manager
Management

II. Managers
 Manager
 Four groups of management skills
1. Organizational Skills
2. People Skills
3. Financial Management Skills
4. Technical Skills
Management

II. Managers
 Skills of Manager
 Four groups of management skills
1. Organizational Skills
 ability to conceptualize and apply the
management process, systematize work
flow and communicate with co-workers.
Management

II. Managers
 Skills of Manager
 Four groups of management skills
2. People Skills
 Understanding theories of human needs.
 Motivation skills.
Management

II. Managers
 Skills of Manager
 Four groups of management skills
3. Financial Management Skills
 Effective use and accounting for the
monetary assets of the laboratory
Management

II. Managers
 Skills of Manager
 Four groups of management skills
4. Technical Skills
 Synthesis of the first 3 skills and the
management of physical resources into
operational parameter.
Management

I. Defining Management
II. Managers
 Roles of Manager
 Skills of Manager
III. The Management Process
 Planning
 Organizing
 Directing
 Controlling
Management

III. The Management Process

 Planning
 Organizing
 Directing (Leading)
 Controlling
Management

III. The Management Process

Management

III. The Management Process

A. Planning
B. Organizing
C. Directing (Leading)
D. Controlling
Management

III. The Management Process

A. Planning
 The thinking and analyzing portion of the
management process
Management

III. The Management Process

B. Organizing
 The process of assembling the necessary
resources and people for implementing a
plan of action.
 The formal hierarchy of work groups, job
assignments and line of authority.
 Network of informal relationships
Management

III. The Management Process

C. Directing (Leading)
 Leading in achieving the day-to-day tasks
necessary to implement the management
plan and ensure a smooth running facility
Management

III. The Management Process

D. Controlling
 Controlling is the process of looking back.
 Process of monitoring standards and
feedback mechanism to ensure that the plans
are being implemented properly.
PLANNING
I. Indicators of Poor Planning

1. Late submission of results/reports.

2. Idle machines.
3. Some machines doing jobs that should be done by
smaller machines.
4. Some laboratory personnel overworked, others are
underworked.
5. Skilled workers doing unskilled work.
6. Laboratory/personnel fumbling on jobs for which
they have not been trained.
II. Benefits of Good Planning

1. Jobs turn out on time.

2. Good relationship with other departments.
3. People using their highest skills.
4. Workers know how their jobs fit into the total
pattern.
5. Machines doing their proper jobs.
6. Equipment in good shape.
7. Materials available.
8. Waste kept to a minimum.
III. Hierarchy of Plans
III. Hierarchy of Plans

1. Purpose or Mission
2. Objectives
3. Strategies
4. Policies
5. Procedures
6. Rules
7. Programs
8. Budget
III. Hierarchy of Plans

1. Purpose or Mission
 States the purpose of the organization and its main
reason of existence.
 Example
 Research and Biotechnology Division
 To propel St. Luke’s Medical Center to the realm of
world class excellence in total health care through
interdisciplinary partnerships between scientists and
physicians in the conduct of high quality biomedical
research.
III. Hierarchy of Plans

2. Objectives
 Objectives or goals are the end toward which planning,
organizing, staffing, leading and controlling are aimed.
3. Strategies
 A general progress of action implying commitment of
emphasis and resources to attain broad objectives .
4. Policies
 General statements or understandings which guide or
channel thinking and action in decision making .
III. Hierarchy of Plans

5. Procedures
 plans that establish a required method of handling
future activities.
6. Rules
 required actions chosen from among alternatives. It
requires that a specific and definite action be taken or
not with respect to a situation.
7. Programs
 complex of goals, policies, procedures, task
assignment, and steps to be taken, to carry out a given
course of action.
III. Hierarchy of Plans

8. Budget
 is the statement of expected results expressed in
numerical terms.
 “numberized program”
IV. Spatial Consideration in Lab Design

1. The Blood Bank and the critical care lab procedures

should be accessible to ER, OR and ICU.
2. Specimen collection Area (Phlebotomy Area) should
be in proximity of Ambulatory care facility and
admitting office.
3. In lab with in patient population, laboratory should
be accessible to corridors and elevators providing
access to main patients.
IV. Spatial Consideration in Lab Design

4. The specimen receiving, data processing and

reporting center serve as the hub of the laboratory.
5. The critical care laboratories and large volume
laboratories might be closely related to the central
areas.
6. Laboratories with greater turn-around-time (TAT)
and/or less volume, and those requiring special
safety features might be removed from the central
area.
IV. Spatial Consideration in Lab Design

7. The intra laboratory traffic flow must be separated

from the outside
V. Laboratory Service Models

1. Traditional “Closed” laboratory

2. “Open” laboratory
3. Core laboratory
4. Regional laboratory
5. Reference laboratory
6. Point-of-care
7. Stat laboratory
8. Limited service
V. Laboratory Service Models

1. Traditional “closed Laboratory – Each section

is discrete and separated into rooms.
V. Laboratory Service Models

2. Open” laboratory – The discrete services are

placed in one large room.
V. Laboratory Service Models

3. Core laboratory - A common type of

consolidation has been hematology and chemistry
laboratories (“chematology”)
V. Laboratory Service Models

4. Regional laboratory – Specific low-volume or

expensive laboratory services consolidated into
one hospital laboratory .
V. Laboratory Service Models

4. Regional laboratory

PCR Lab

Viral Culture Lab

Gene Diagnostic Lab

V. Laboratory Service Models

5. Reference laboratory - Traditional full service

laboratory that handles all types of testing,
especially esoteric tests.
V. Laboratory Service Models

5. Reference laboratory
 Reference Laboratory Services of RITM
1. Reference Laboratory for the Antimicrobial Resistance
Surveillance Program (ARSP)
2. National TB Reference Laboratory
3. Bacterial Enteric Diseases Reference Laboratory
4. NVBSP Reference Laboratory
5. Emerging infections and zoonoses
 Reference Laboratory Reports in RITM
1. HIV Laboratory
2. National References Center for Polioviruses
3. National Reference Laboratory for Measles and Dengue Viruses
4. Influenza Virus Surveillance
V. Laboratory Service Models

6. Point-of-care - Laboratory testing that is

brought to the patient's bedside
V. Laboratory Service Models

7. Stat laboratory - response laboratory that is

often located in or near an emergency department
or surgical suite.
V. Laboratory Service Models

8. Limited service - Laboratory provides limited

menu of routine and/or specialty services on a stat
or non-stat basis.

Cryobank, Andrology lab, Sperm bank, vitro-fertilization Lab

Egg retrieval, IVF procedures, embryo replacement, and embryo cryopreservation.