Laboratory

Management
Function and Style
 ■ MAJOR MANAGEMENT
THEORIES
1. Scientific Management

• application of systematic approach

to the study of organizations.

2. Bureaucracy

• process of examining the

organizational aspects of companies and
their work flow to explain how institutions
function and how to improve their
performance.
■ MAJOR MANAGEMENT
THEORIES
3. Organizational Behavior
Management

• management approach that looks

at the performance and interaction of
people within the organization.

4. Systems Analysis Management

• the analytical view of an

organization
• a complete, self-contained unit that
interacts within itself and with its
environment in a continuous process of
interchange and removal.
 Management
 Mission
 Authority
 Resources
 Responsibility
 Accountability

“The process of coordinating and

implementing these five functions”
 Management
 5 conditions must be present for management to
succeed:
 A mission, or goal, that the organization or sub-
unit expects to accomplish.
 Leaders with the authority to direct the team
toward the goal.
 Necessary resources (people, equipment,
supplies and money).
 Responsibility for achieving the goals assigned
 Accountability using the resources established.
 Mission

“The purpose or reason for the

existence of an organization”
 Purpose and function of Laboratories
through clinical pathology and laboratory
medicine are to assist clinicians in:
 1. Confirming or ejecting a diagnosis
 2. Providing guidelines in patient
management
 3. Establishing a prognosis
 4. Detecting a prognosis
 5. Monitoring follow-up therapy
 Manager

 Industrial Revolution
 “To manage”
 Expertise and Skills
 Accountable

“Stewards of the assets entrusted to

them”
 Roles of a Manager

 The Manager as a Person

 The Manager as a Servant
 The Manager as a Representative
 The Manager as a Person
 Responsible for and to other people
 Supervise
 Individual talents, training and
weaknesses
 Ability to deal with both people and
things
 Developed

“Managers are made not born”

 The Manager as a Servant

 Instrumentality
 Effective and Efficient
 Supporters of their staffs

“Provide the means for the staff to

meet the needs of their patients or
customers”
The Manager as a Representative

 Paid Representative of the owners

 Responsible
 Representation Function
 Crucial Coordination
 Communications Link

“Represent those they Supervise”

 Skills of a Manager
 Organizational
 People skills, management of human
resources
 Financial management skills
 Technical Skills

“Understanding of the organizations’

product and the proficiency in organizing
the physical and human resources are
required to deliver a high-quality
product/service”
 The Management Process
 Planning  Directing
 Thought and analysis  Most visible
process  Ensure a smooth
 Thinking and analyzing running facility
portion  Human factor stage
 Organizing  Leadership
 Assembling the  Managerial Skills
necessary resources  Controlling
and people
 Monitoring standard
 Efficiency measurements and
 Ensuring feedback mechanisms
accomplishment
 Dimensions:
 Formal hierarchy
 Network of Formal
Relationships
 Authority

“The empowerment by formal job

classification of an individual to make
commitments and act on behalf of
the organization”
 Authority
 Responsibility
 Responsibility and
authority are or should
be coterminous
 Job-related Authority
 Writing of job
descriptions
 Extent of authority a
worker has
 Match each duty or
work assignment with
a rating that
designates the level of
authority
 Types and Roles of
Authority
 Line Authority
 Organizational
Department
 Line Managers
 Bureaucratic
Hierarchy
 Staff Authority
 Role of the Manager
 Staff & Functional
Managers
 Services
 Relationships
 The Management Planning Process
 Determine the goals the organization wishes
to accomplish
 Collect information and evaluate the current
situation
 Establish a time frame or period in which to
achieve the goals
 Set objectives that will move the company
to the desired future
 Characteristics of a Good Objective
 Clearly defined and understood
 Obtainable and realistic
 Has strict time period
 Measurable
 The Management Planning Process
 Forecast needs and use of resources

 Determine the steps necessary to

implement the plan
 Avenues for manager to implement a plan
or obtain desired performance
 Tools of persuasion
 Tools of control

 Provide for a feedback mechanism

 Principles of Organizational
Structure and Authority
 Departmentalization  Decentralization
 Departmentalization
 Grouping together of
related activities to
expedite the
production process
 Specialization
 Having an individual or
group of people trained
in specific or limited
area or task, with
specialized work space
and equipment, to
effectively produce a
product or service
 Decentralization
 Assigning the decision
making process close
to those who are
actually performing the
work
 Advantages
 Ensures familiarity
and sharing of the
objectives of the firm
 Frees upper-level
managers to focus on
broader issues, which
only they can deal
with
 Principles of Organizational
Structure and Authority
 Unity of Command
 Unity of Command
 Ensuring that each individual
reports to only one
supervisor/boss
 Scalar Principle
 Scalar Principle
 Linear Systems of authority
 Provide direct vertical link
from board of directors to
lowest level worker
 Ensures clear communication
channels and management
controls throughout the
organization
 Prevent confusion in the
workforce, operational
breakdown, sabotage of
authority
 Chain of Command
 Career Ladder
 Span of Control
 Span of Control
 Theory that there is a
definable limit to the number
of people one person can
effectively supervise
 Exception Principle
 Exception Principle
 Principle of referring for
resolution those that cannot
be solved by employees at
their own level
 Only those problems
unresolvable at the employee
level are referred to as
superior
 Frees both employees and
managers to get their job
done
 Delegation Authority
 Delegation
 Performed by
supervisor
 Delegation Routes
 When to Delegate
 Fear of Delegation
 Organization Charts
- Formal written presentation of the
structural plan of organization
 Clarifies bureaucratic relationships
 Traditional Organizational Chart Format
 Tall Structure
 Many management layers

 Flat Structure
 Few management layers

 Position Specific
 Show Relationships of various departments
 Superior in corporate rank
 Horizontal relationships
 Alternative Chart Formats
 Organizational Independence