Organizing and Staffing the Laboratory Flashcards
(114 cards)
1
Q
It is the process of identifying and grouping the work to be performed, defining and delegating responsibility and authority and establishing relationship for the purpose of enabling the people to work most effectively together in accomplishing objectives.
A
organizing
2
Q
It is a collection of people working together under a defined structure for the purpose of achieving a predetermined outcome
A
organization
3
Q
Characteristics of Organizational Systems:
A
Primary task
Hierarchy of system
Open system
Equilibrium
Self-regulation
4
Q
defined duties that are necessary because of the nature of system’s products or services
A
Primary task
5
Q
the process of whereby self contained subsystems develop within a parent
organization such as a laboratory within a hospital
A
Hierarchy of system
6
Q
systems that interact with their environment by both receiving and delivering product services
A
Open system
7
Q
a state of stability within and between the system and its environment
A
Equilibrium
8
Q
the feedback process by which the system monitors performance and provides information to its members
A
Self-regulation
9
Q
Open Systems Model parts
A
Input mechanism
Transformation
Output mechanism
10
Q
process through which needed resources are
acquired and replaced
A
Input mechanism
11
Q
the internal process whereby resources received through the input channels are converted into the products and services produced by the organization.
A
Transformation
12
Q
the process of delivering the goods and
services produced to the external environment.
A
Output mechanism
13
Q
Congruence Model parts
A
Formal Organization
Informal Organization
People
Work
14
Q
the officially sanctioned lines of authority assigned by the owners of the organization, with the authority and responsibility to carry out the organization’s designed duties.
A
Formal organization
15
Q
Alliances that form outside the boundaries of the formal organization from the interaction
and allegiance of people with common interests.
A
Informal organization
16
Q
workforce or staff who perform their duties and responsibilities.
A
People
17
Q
the division of tasks so that everyone is
indispensable.
A
Work
18
Q
It is the process of constructing and adjusting an organization’s structure to achieve its business strategy and goals.
A
organizational design
19
Q
It is linking of departments and jobs within the
organization.
A
organizational structure
20
Q
ORGANIZATIONAL DESIGN &
STRUCTURE parts
A
Functional component
Self-contained component
Matrix component
Network Component
21
Q
It is the hierarchal organizational levels (table of organization)
A
Functional component
22
Q
is arranged along a common platform.
A
Self-contained component
23
Q
It shows the different areas of work and person assigned as section head.
A
Matrix component
24
Q
consists of units or realignment of work to reduce duplication and expand revenue generating services
A
Network Component
25
It is the diagram or chart that identifies
the major operational units of an organization and their attending job position
Table of Organization or
Organizational Chart
26
ELEMENTS OF LABORATORY
ORGANIZATION
1.Level of authority
2.Level of communication
3.Division of work
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is the legal right to command actions by
others and to enforce compliance
Authority
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Authority can be divided into two kinds
position authority
personal authority
29
derived from holding the position
position authority
30
derived from characteristics of a leader
personal authority
31
is the temporary assignment of authority and responsibility to perform a duty normally
Delegation of authority
32
It goes with responsibility
Level of authority
33
refers to the ways people communicate with each other (transfer of information in the organization)
Level of communication
34
is the designated function of a department
head to divide and delegate tasks or workload to avoid confusion and complications
Division of work
35
TYPES of AUTHORITY
Line Authority
Staff Authority
Line and Staff Authority
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is the relationship in which superior exercises direct supervision over a subordinate.
Line Authority
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is advisory service that comes from outside the chain of command. It helps line people work efficiently.
Staff Authority
38
is a concept that most organizations employ in designing organizational structure.
Line and Staff Authority
39
PRINCIPLES OF ORGANIZATIONAL
STRUCTURE AND AUTHORITY
Departmentalization
Decentralization
Scalar principle
Span of control
Exception principle
40
Related activities are grouped together to expedite the production process, that is specialization.
Departmentalization
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Each individual must have only one head
Unity of command
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The decision-making process is brought as close to those who are actually performing the work as possible.
Decentralization
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Supervision should be a linear system providing a direct vertical link from the board of directors to the lowest level worker
Scalar principle
44
There is a definable limit to the number of
people one person can effectively supervise, within the limits of specific work condition
Span of control
45
only significant deviations from normally expected results or conditions are brought to the attention of a supervisor for consideration and decision
Exception principle
46
is a collection of tasks, duties and responsibilities assigned to an individual
worker
Job
47
is the process of organizing work into jobs
Job design
48
is the process of collecting and analyzing information about tasks, work flow and jobs being done in an organization so that job descriptions, work standards and performance
appraisal systems can be developed.
Job analysis
49
It not only defines and provides a baseline for the performance tasks of the employee, but it defines the employee’s interactions with people and how the position is integrated into the entire organization
JOB DESCRIPTION
50
JOB DESCRIPTION includes
a. Title of the organization
b. Job Title
c. Job specifications.
d. Summary of duties for the position
e. Reporting relationships or authority level.
f. Preparer
g. Date of preparation and activation
h. Approval signatures
51
It includes Name of the facility, location,
department, and sections.
Title of the organization
52
It is the heart of the document of a job description
Summary of Duties for the position
53
This is the position summary.
Represents the requirement for employment of a given job
It provides the organization with the personnel requirements considered to match most efficiently with the demands of each job.
JOB SPECIFICATION
54
It should be prepared after studying the job description
JOB ADVERTISEMENT
55
Key elements of a job advertisement include the following points
a. Title of job
b. Location of job
c. Brief description of job
d. Brief description of the company/organization
e. The minimum requirement
f. Additional comments
g. How to apply
h. Deadline for application
i. Equal opportunity statement
56
is one of the most prominent duties of a
laboratory manager
Preparing a schedule
57
represents the operational plan for the immediate future encompasses work on job design and analysis, labor budget, prediction of
current testing volume
Posted schedule
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long term effort reflected in job descriptions and the budgeting process
Staffing process
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represents the application of the plan for
everyday operations of the laboratory
Release of the schedule
60
the process of matching the number and types of people with jobs that meet the goals and structure of the organization
STAFFING
61
STAFFING is done by:
a. Identification of workforce requirement
b. Inventory of people available
c. Recruitment and selection
d. Promotion of staff
e. Appraisal
f. Planning career of employees
g. Training and development
62
Ensures that the lab has appropriate personnel to deliver a timely, high quality service that meets the needs of its patients
STAFFING
63
Staffing must address the following
1.Set the type of personnel needed by the laboratory
2.Determine the number and placements of each type needed
3.Ensure that the staff is suitably trained to perform its duties
4.Project long-term variation in personnel needs
64
The type of personnel needed to staff a laboratory depend on
1.Technological and analytical complexity of procedures
2.Amount of supervision and support available
3.Testing volume or workload
4.Analytical throughput or turnaround time expectations
5.Equipment, instrumentation and Computer technology available
65
Important aspect of staffing employees are
properly trained to
perform assignments
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Training personnel to staff the laboratory begins with_______ and follows through _____________
arrival (orientation)
employee development programsP
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Performance training ensures
A. Competency
B. Availability
C. Continual growth
68
Data from which workload projections may come from
Historical records
Analysis of future trends
Analysis of foreseeable changes
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productivity and financial data (basis for current staffing requirement and preparation of schedule)
Historical records
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based on an examination of past and current
testing volume to detect tests gaining popularity, becoming obsolete, or giving way to alternative
Analysis of future trends
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resulting from the introduction of new procedures, discontinuance of old test, acquisition of new instruments, changes in medical staff and availability of new service
Analysis of foreseeable changes
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Builds on staffing information and focuses on matching people on a day-to-day basis with the fluctuating workload of the laboratory.
SCHEDULING
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Preparing a schedule can be:
*Routine
*Challenging
74
Scheduling major part of
directing and controlling
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Issues and Factors Influencing
Schedule Decisions
Availability of Staff
Type and Volume of work
Workplace
76
time and amount of shifts that have become the custom in all institutions that
require around the clock staffing
Three 8-hour shifts
77
sets overtime pay when exceed 80 hours in a 2
week calendar period or work more than 8 hrs in a single day
8/80 hour rule
78
sets overtime when work is more than 40 hours in a 7 day calendar period
40 hour rule
79
Most easily defined as a standard 8-hour shift
Traditional Work Schedule
80
Traditional Work Schedule amount of shifts
40-hour work week: 5 days on and 2 days off
81
8/80 hour work cycle
10 days on and 4 days off during 2
week calendar period
82
Traditional Work Schedule Advantages
Presents a three-shift package that fit into the 24 hour day
Aligned with the standard work philosophy of society: 8 hrs of duty, 5 days work, 2 days off
covered with a regular core staff and supplemented with other personnel
offers stability and continuity
83
Traditional Work Schedule Disadvantage
Discourages and restricts flexibility and individualization
Tend to build a staff whose identity and skills are tied to a particular work area or group and discourages interaction and cooperation between different sections of lab.
84
driven by the needs of the hospital to meet the changing nature of its patient population and to aid in the recruitment and retention of its workforce
Alternative Work Schedule
85
o10- to 12- hour shifts spread over 3 to 4 days
o7 days on, 7 days off
oEmployees work double (16 hour) shifts during certain weekdays or seasonal periods in exchange of day offs
Compressed Work Cycle
86
Employees are required to be on the job during a core period but allowed to establish own arrival and departure depending on
personal needs and demands of the workload
Flexible Working Hours
87
Occurs when two or more persons are responsible for a job that is normally performed by a single employee
Each employee take full responsibility for the total job and all
duties
Shares the benefits due a full-time employee
Job sharing
88
Staff can be classified as payroll status employees which means
they can be exempted from the restraints by the overtime provisions of
wage and salary laws
Exempt and professional status
89
is setting the pace in the work at home
movement
Cytotechnology
90
Includes not only satellite labs but point of care testing at the patient’s bedside which may be in another facility (nursing home or patient home)
Off-site testing
91
Opportunity of laboratorians to work away from the traditional laboratory
Ex. Technical consultants to lab in physician’s offices
Freelance employment
92
STEPS IN MAKING SCHEDULE
1.Select type of schedule
2.Establish staffing levels
3.Develop staffing personnel pool
4.Determine format, terminology and schedule keys
5.Set posting time frame
6.Prepare skeleton stage
7.Complete routine scheduling stage
8.Fill in gaps
9.Post schedules
93
TYPES OF SCHEDULE
Attendance
Work assignments
Combination
94
give the station or section in which the
laboratorian is to work on a day
Work assignments–
95
showing who is working and who is off
Attendance
96
Determine staffing requirements for shifts with specific number and type of personnel needed
Staffing levels
97
must be larger than the number personnel needed
Staffing pool
98
working draft that includes weekends and
requested time off.
Serve as a working document in which the supervisor notes any changes and requests that will influence the final schedule
Skeleton schedule
99
This phase follows a set of pattern marking Xs and Os
Routine Stage
100
These can be caused by unexpected resignations, dismissals, last
minute request for time off and illness
Filling in the Gaps
101
person who is able to work in many sections
of the lab and is assigned according to fluctuating daily and hourly workload needs
Floaters
102
Persons most amendable to floater situations
part-timers
and temporary personnel
103
technical and clerical assistants who do tasks traditionally performed by a professional (e.g. phlebotomists, nurses, clerical staffs)
Professional Extenders
104
Concerns the actual live, ongoing processing of the work in laboratory
MICROMANAGEMENT OF WORKFLOW
105
Two kinds of prioritization:
Ranking of workload by factors
Bulk or bottleneck management
106
based on factors such as clinical urgency and patient throughput
WORKLOAD PRIORITY
107
all of the work must pass through this narrow point before reaching the internal production machinery of the organization
BULK or BOTTLENECK MANAGEMENT
108
individual specimen that require unusually large amounts of time often holding up completion of other samples
bottlenecks
109
Must be handled in the same framework as all behaviour and performance problems, following closely to corrective action policies of the institution
ABSENTEEISM MANAGEMENT PLAN
110
l is a systematic and periodic process of measuring an individual's work performance
against the established requirements of the job
performance appraisal
111
Issues in Organizing
Re-Organization
Re-engineering
Benchmarking
112
is the process
which an existing organization
undergoes that brings about
changes in size and shape of the
organization structure.
Re-Organization
113
is the reorganizing work processes in an
organization
Re-engineering -
114
is a process whereby the best process in one
organization is modified to fit similar processes in another organization
Benchmarking
