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LABORATORY MANAGEMENT > Introduction > Flashcards

Introduction Flashcards

1
Q

collection, processing & analysis of biological specimens

A

Medical laboratory science

  • performance of lab procedures, including instrument maintenance & relating lab findings to common diseases & conditions
  • EVALUATE results, integrate lab data, conduct research to develop new test methods
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2
Q

biological specimens

A
  • urine
  • blood
  • stool
  • other body fluids
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3
Q

provides laboratory results

A

Medical laboratory services

  • must be accurate, reliable, timely
  • essential to all aspects of healthcare & assist physicians
  • vital healthcare “detectives”
      • uncover & provide lab info that aid doctors in patient diagnosis & treatment, as well as in disease monitoring & prevention
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4
Q

inclusion of medical laboratory services

A
  • clinical chemistry
  • hematology
  • immunology/serology
  • microbiology
  • histopathology
  • immunohematology
  • molecular biology

*CHIM HIM

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5
Q

working with & through people to accomplish a common vision, mission & goals

A

Management

  • ensures quality lab services efficiently & effectively
  • utilizes organization resources efficiently
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6
Q

organization resources

A
  • personnel
  • equipment
  • money
  • time
  • space
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7
Q

conditions that must be met in order for a management to succeed

A

a. Mission or goal
- the organization or subunit are expected to accomplish

b. Leaders of authority
- direct the team toward the goal

c. Resources

d. Assigned responsibilities
- for achieving the goals

e. Accountability
- for using the established resources from both the admin & employees

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8
Q

VMGs

A

Vision, Mission, Goals

- very important statements that define an organization/institution

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9
Q

vision

A
  • statement that looks to the FUTURE
      • what the organization hopes to become
  • tells what the institution wants to accomplish
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10
Q

mission

A
  • states the REASONS for an organization’s EXISTENCE
  • general statement of how to achieve the vision
  • captures an organization’s IDENTITY
      • “who are we as an institution?”
  • captures the key elements of the organization’s PAST & PRESENT
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11
Q

basic characteristic of a good mission statement

A
  • emotionally appealing

- ethical in nature

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12
Q

goals

A
  • clear & tangible aims to achieve the MISSION OR VISION

- statements of WHAT NEEDS TO BE ACCOMPLISHED to implement the strategy

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13
Q

roles of a manager

A
  • person
  • servant
  • representative
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14
Q

skills of a manager

A
  • organizational
  • people
  • financial management
  • technical
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15
Q

the key person in the management team

A

Manager

  • plays important roles
  • must possess appropriate skills to perform their duty well
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16
Q

the manager as a person is..

A

a. president
b. laboratory manager
c. administrator
d. operations manager
e. director
f. CEO

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17
Q

responsible for & to other people with similar fears, dreams, aspirations, expectations

A

(Laboratory) Manager

  • takes charge of the management
  • OVERSEES the functioning of the authority to achieve a set of goals or purposes
  • a LEADER to an organization or a company
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18
Q

T/F:

there are people who are born to be managers

A

FALSE

  • they are MADE not born
  • experience & continuous learning & development is important
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19
Q

runs an organization within the framework of various directives & policies given

A

Administrator

  • the TECHNICIAN
  • knows how to make the organization more effectively achieve its purpose
  • NOT THE ONE WHO ESTABLISHES THE LARGER GOALS
      • follows the given goals, directives, policies
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20
Q

the top administrator or manager of an organization

A

CEO

  • “Chief Exec. Officer”
  • usu. report to the Board of Directors directly
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21
Q

handles the affairs of an organization by establishing goals & priorities that determine the direction the organization will take

A

Director

  • primary role is broad POLICY MAKING
  • might not directly supervise technically
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22
Q

oversees the activities of other employees

A

Supervisor

- helps the employees accomplish specific tasks to perform scheduled activities efficiently

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23
Q

3 categories of resources entrusted to a manager

A

a. financial
- capital, budget

b. physical
- space, equipment, supplies

c. human
- technical, support staff

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24
Q

T/F:

the manager, as a servant, provides the means for the staff to meet the needs of their patient & customers

A

TRUE

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25
Q

the manager as a representative

A
  • the face of the company/institution
  • representative of the owner
  • member of the BOD (or those that supervise them)
  • responsible for SUPPLYING their needs & presenting their concerns to the owner
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26
Q

Morse:

Manager as a servant is to supply needs; manager as a representative is to provide needs

A

BOTH FALSE

  • manager as a SERVANT = PROVIDE
  • manager as a REPRESENTATIVE = SUPPLY
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27
Q

the management team in the laboratory

A
  1. lab director
  2. lab manager
  3. lab supervisor
  4. bench-level supervisor
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28
Q

also called the laboratory administrator

A

Lab director

  • Technical skills = ↓
  • Conceptual skills = ↑
  • serves the ultimate responsibility in achieving goals
  • looks for CAPITAL INVESTMENTS, LONG-TERM PLANNING, INNOVATING RESPONSE TO CHANGE
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29
Q

the chief medical technologist

A

Lab Manager

  • Technical skills = ↑
  • Conceptual skills = ↑
  • CREATE & MAINTAIN SUITABLE ENVIRONMENT for lab personnel to function efficiently
  • PLAN, ORGANIZE, DIRECT, CONTROL JOBS
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30
Q

focuses on people & the operational delivery of lab services

A

Lab Supervisor

  • Technical skills = ↑
  • Conceptual skills = ↑
  • PLAN, ORGANIZE, DIRECT CONTROL JOBS
31
Q

the section heads

A

Bench-level Supervisor

  • Technical skills = ↑
      • instrument repair
      • troubleshooting
      • new procedure selection & development
  • ASSESS & TRAIN junior lab personnel
  • ENSURES PERFORMANCE OF LAB TESTS in specific areas
32
Q

T/F:

managers must possess the appropriate skills to be effective in their jobs

A

TRUE

33
Q

the skill/ability to conceptualize & apply the management process

A

Organizational skills

  • SYSTEMATIZE WORKFLOW
  • makes decisions & communicates with co-workers
  • development of LONG- & SHORT-RANGE PLANS for the benefit of the institution
34
Q

the skill/ability to understand the basic theories of human needs

A

People skills

  • MOTIVATES others to accomplish common goals
  • understands that for the employees to be effective, their needs should be met
  • ensure COMPETENCIES OF TECHNICAL STAFF by continuing education & training; availability of the support staff
35
Q

the skill/ability to use the monetary assets of the company & its accounting mechanism effectively

A

Financial management skills

  • BUDGET in operations & capital
  • make an INVESTMENT SCHEME if applicable
      • look into investment for expansion
36
Q

Organizational skills + People skills + Financial management skills = ?

A

Technical skills

  • management of physical resources
  • well-versed in operational parameters that is unique to each lab or organization

*operational parameters = products/services

37
Q

management theories

A

a. scientific management
b. bureaucracy management
c. organizational behavior management
- “behavioral science”
d. system analysis management

38
Q

theories that apply a systematic or scientific approach to the study of organizations

A

Scientific management theories
- cause & effect

a. Henri Fayol
- management; planning

b. Frederick Taylor
- scientific management

c. the Gilbreths (Frank & Lillian)
- methods analysis; regulation & consistency

d. Mary Parker Follett
- modern management

e. Lyndall Urwick
- principle of objective

39
Q

introduced the concept of management

A

Henri Fayol

  • “management should be an ORDERLY PROCESS OF TASKS & DUTIES”
  • PLANNING: the most important
40
Q

the father of scientific management

A

Frederick Taylor

- broke down each task into SEGMENTS that could be analyzed for ways to IMPROVE EFFICIENCY

41
Q

developed methods analysis, such as performance standards

A

The Gilbreths: Frank & Lillian

  • perfected F. Taylor’s study method
  • valued EFFICIENCY by IDENTIFYING & REPLICATING ONE BES WAY to complete the task
  • believed in REGULATION & CONSISTENCY in the workplace
42
Q

the mother of modern management

A

Mary Parker Follett

  • “management was the ART OF GETTING THINGS DONE THROUGH PEOPLE”
  • management: essentially COORDINATION
43
Q

believed in the principle of objective

A

Lyndall Urwick

  • introduced the role of the MANAGEMENT CONSULTANT
  • attempted to classify & codify the work done on management theories
44
Q

theories that examine the organizational aspects of companies & their workflow

A

Bureaucracy management theories
- explain how an institution functions & how to improve their structural process or performance

a. Scalar Principle
- chain of command

b. Scalar Prinicple
- Adam Smith

45
Q

“there should be clear definition of authority in the organization”

A

Scalar Principle

  • there should be a CHAIN OF COMMAND
  • each person = only 1 boss
46
Q

“division of labor is an economic concept”

A

Specialization

  • by Adam Smith
  • dividing the production process into different stages enables workers to focus on specific tasks
47
Q

theories that look at the performance & interaction of people within the organization

A

Organizational behavior management theories

  • “behavioral science”
  • uses concepts from psychology & sociology

a. Elton Mayo
- relational factors of worker satisfaction

b. Douglas McGregor
- theories X & Y; the basic nature of man

c. Rensis Likert
- relationship of managers & subordinates

48
Q

T/F:

according to Elton Mayo’s theory, employees are more motivated by monetary rewards or their environment

A

FALSE

  • “employees are far more motivated by RELATIONAL FACTORS than by money or environment”
  • the satisfaction of the worker depends on the co-worker
49
Q

relational factors vs. environmental factors

A

a. relational
- attention, camaraderie

b. environmental
- lighting, humidity, infrastructure

50
Q

he developed assumptions about the basic nature of man

A

Douglas McGregor

  • followed E. Mayo’s findings
  • proposed 2 styles of management: Theories X & Y
51
Q

authoritarian style of management

A

Theory X

  • employees dislike their work & have a little motivation
  • manager is very hands on
  • manager is usu. involved in micromanaging people’s work to get it done properly
52
Q

participative approach of management

A

Theory Y

  • employees take pride in their work & see it as a challenge
  • managers trust employees to take ownership of their work
  • managers allow the employees to do work effectively by themselves
53
Q

he developed four management systems to describe the relationship of managers & subordinates

A

Rensis Likert

  • encourages managers to be supportive in their relationship
  • management systems:
      • exploitative-authoritative
      • benevolent-authoritative
      • consultative
      • participative
54
Q

leaders have no concern for people & use threats or fear-based methods

A

Exploitative-authoritative system

  • methods used result to excellent performance upon entering the organization
  • negative feelings follow (as time goes by)
55
Q

leaders motivate employees through potential punishment & reward

A

Benevolent-authoritative system

  • there is less control over employees
  • subordinates tend to be competitive resulting to conflict
56
Q

leaders allow subordinates to gain motivation through rewards, occasional punishment, & little involvement in making decisions, setting goals for the company

A

Consultative system

  • communication flows both downward & upward, allowing more cooperation
  • upper-level managers make company decisions with considerations from the input of the subordinates
57
Q

there is open communication between managers & employees

A

Participative system

  • promotes genuine participation in decision making & goal setting
  • all employees equally share information
  • creates identification with the organization & higher work satisfaction
58
Q

management theory that relies heavily on math models, scientific methodology, & computer simulation

A

System analysis management theory

  • analytical view of an organization
  • “organization: a complete, self-sustained unit that interacts within itself & with its environment in a continuous process of interchange & renewal”
  • investigates management problems & recommend solution
59
Q

according to this person, there are 5 basic operations in the work of a manager

A

Peter Drucker

  • Austrian-American management consultant
  • 5 basic operations include:
      • setting objectives
      • organizing
      • motivating, communicating
      • establishing standards or measurement of performance
      • developing people, including (the managers) themselves
60
Q

the management process cycle

A
  1. Planning
  2. Organizing
  3. Directing
  4. Controlling

*management process = the management PODCast

61
Q

the thinking & analyzing phase of the management process

A

Planning

  • result in a formal strategy or for realizing the goals of an institution
  • has 7 steps
62
Q

the seven steps of planning

A
  1. Identify goals
    - unique with the company
  2. Evaluate the current situation
    - collect info
    - compare with where the enterprise wishes to be in
    - do a market study
  3. Establish a time frame
  4. Set objectives
    - Specific, Measurable, Attainable (Achievable), Realistic, Time-bound
  5. Forecast resource needs
    - for budgeting
  6. Implement the plan
    - 2 basic avenues for implementing a plan: tools of persuasion, tools of control
  7. Obtain feedback
    - provide a feedback mechanism
63
Q

goals vs. objectives

A

a. Goals
- broad, long-term ambitions

b. Objectives
- specific, short-term standards
- clearly defined & understood
- obtainable
- SMART

64
Q

tools of persuasion vs. tools of control

A

a. tools of persuasion
- focused on working with & through people

b. tools of control
- involves allocation of resources
- - financial: selecting proper equipment, supplies, number of employees through the budgeting process
- - staffing & scheduling or job assignments to the worker

65
Q

feedback mechanisms to obtain information & corrections

A

a. formal meetings
- managers & co-workers
- to assess current status & make necessary adjustments

b. monitored standards of performance (ratings)
- to measure progress

c. informal meetings
- conversations with staff & customers
- can reveal problems & recommendations

d. analysis of the nature & types of problems encountered
- analytical or statistical tools

66
Q

a phase in the management cycle where necessary resources & people are assembled for implementing a plan of action

A

Organizing

  • has 2 dimensions:
      • FORMAL hierarchy of work groups, job assignments, lines of authority
      • network of INFORMAL RELATIONSHIPS, social groupings, networking
67
Q

the most visible of all management functions

A

Directing

  • “human factor stage”
  • LEADERSHIP & MANAGERIAL SKILLS come to the forefront
  • ensure a smooth-running facility
68
Q

completes the management function; comparing what has actually been accomplished with the original master plan

A

Controlling

  • monitoring the standards, measurements, feedback mechanisms set in place to ensure implementation
  • comparison is done to identify its success or needed modifications
69
Q

2 parts in giving instructions according to Peter Drucker

A
  1. be sure that instructions are CLEARLY UNDERSTOOD
  2. check to ENSURE THAT INSTRUCTIONS HAVE BEEN FOLLOWED
    * giving instructions = the major step in controlling (or one of the major steps)
70
Q

a program that embodies all concepts of the management process (PODC)

A

MBO

  • “management by objectives”
  • introduced by Peter Drucker (1960s)
  • managing an organization by setting & monitoring performance objectives
71
Q

T/F:

MBO provides a mechanism to bring all the concepts of the management process into everyday practice

A

TRUE

72
Q

steps in setting objectives using MBO

A
  1. Follow plans & goals
    - should be well thought out
  2. Be a collaborative agreement
    - between supervisor & employee
    - provide for accountability & ownership of the objective (by the employee)
  3. Be person-specific
  4. Be within the power of the individual to accomplish
    - objectives should realistic & obtainable
    - objectives should also encourage employees to reach toward their potential
  5. Be measurable
  6. Provide feedback & info to responsible employees
    - so they know their progress & can make timely, independent adjustments
73
Q

T/F:

management plays a vital role in medical lab science

A

TRUE

LABORATORY MANAGEMENT (14 decks)

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