240490 laboratory management department biotechnology and genetic engineering philadelphia...
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240490
Laboratory Management
Department Biotechnology and Department Biotechnology and Genetic EngineeringGenetic Engineering
Philadelphia UniversityPhiladelphia University
Dr. Khaled Al-QaoudDr. Khaled Al-Qaoud
Mr. Marwan GagaaMr. Marwan Gagaa
Dr. Raida KhalilDr. Raida Khalil
(1) Principles of Laboratory Management (2) Organizational structure (3) Principles of Leaderships (4) Management Functions (5) Problem and Decision Making 1 (6) Problem and Decision Making 2 (7) Human Resources Managements(8) Job analysis and work descriptions (9) Human Rights (10) Financial Managements (11) Cost/Benefit Analysis (12)(12) Quality Assurance, Performance Testing, and Quality Assurance, Performance Testing, and
ValidationValidation(13) Analysis of MOH Regulations 1 (14) Analysis of MOH Regulations 2 (15) Computer based laboratory information system 1
Course Content
ProductiveProductive
EfficientEfficient
OrganizedOrganized
SatisfiedSatisfied
InnovativeInnovative
CompliantCompliant
SafeSafe
SuccessfulSuccessful
Purpose of LMI is to help Purpose of LMI is to help scientists become morescientists become more::
Why do laboratory errors Why do laboratory errors occuroccur??
QualityControl &
Assessment
PoorWorkload
Management
Understaffed
Non-validatedTests
InadequateAttentionTo Detail
Time Pressures
Poor Results Verification
Poor Sample Control
PoorQuality
Management
Lab managers will need to create new solutions to today's problems
The main aim of the course is to: present underlying managerial concepts
then
To assist the learner in the successful applicationof theoretical modules to real life situation
What is the main task of Lab managers
Organizational StructureOrganizational Structure
What are the historical influences on What are the historical influences on organizational structureorganizational structure
Define modules of organizationDefine modules of organization Propose new structures based on Propose new structures based on
customer/patient needscustomer/patient needs
What is an OrganizationWhat is an Organization
Systems made up by individuals who Systems made up by individuals who share common purposeshare common purpose
Its both a creation of our behavior Its both a creation of our behavior And creators of our behaviorAnd creators of our behavior Provide vision and focusProvide vision and focus Consist of both technical and social Consist of both technical and social
componentscomponents Open to the changing environmentOpen to the changing environment
Organization functionsOrganization functions
Provide society with products and Provide society with products and servicesservices
Offer employments and economic Offer employments and economic exchange for membersexchange for members
Give a framework for social systemGive a framework for social system
Clinical Laboratory is no a system = Organization
Functions within the health system and provides specific services
Success of any organization a function of the capabilities of the individuals rather than the way in which they organized .
Structure:
-defined as level structure which defines how the work divided .
-Selection of management organizational structure will depend on factors such as size, content, complexity, and distribution in the laboratory.
Historical PerspectivesHistorical Perspectives
In the past the man was first In the past the man was first In the future the system must be firstIn the future the system must be first
Frederick TaylorFrederick Taylor
Management is thinking and worker is Management is thinking and worker is doingdoing
Managers job is to understand the task Managers job is to understand the task and plan a method to executing itand plan a method to executing it
And then coerce the workers to do itAnd then coerce the workers to do it
The March of Quality The March of Quality ManagementManagement
1942-521942-52US Military develop requirements for contractors for shell, US Military develop requirements for contractors for shell, aircraft, missile suppliers aircraft, missile suppliers (Quality without 100% inspection)(Quality without 100% inspection)
19471947International Organization for Standardization (ISO) International Organization for Standardization (ISO) created to created to adopt industrial standardsadopt industrial standards
19591959US Department of Defense established US Department of Defense established MIL-Q-9858MIL-Q-9858 quality quality managementmanagement
19631963MIL-Q-9858 is internationalized as anMIL-Q-9858 is internationalized as an ABCAABCA standardstandard
19681968NATO adopts MIL-Q-9858A as Allied Quality Assurance Publication 1 NATO adopts MIL-Q-9858A as Allied Quality Assurance Publication 1 ((AQAP-1AQAP-1))
19791979British Standards Institute (BSI) developed AQAP-1 for civilian use British Standards Institute (BSI) developed AQAP-1 for civilian use BS BS 57505750
19871987ISO modifies and adopts BC5750 for international civilian use ISO modifies and adopts BC5750 for international civilian use ISO ISO 90009000
1994-001994-00ISO issued ISO ISO issued ISO 9000:1994 9000:1994 and follows withand follows with ISO 9000:2000 ISO 9000:2000..
20032003DoD drops MIL-Q-9858 in favor of DoD drops MIL-Q-9858 in favor of ISO 9000:2000ISO 9000:2000
An Open System An Open System perspectiveperspective
Looks like a biologic system Looks like a biologic system HowHow Input-throughput-output system Input-throughput-output system Explain Explain
more!!more!! Take input from environmentTake input from environment transform transform
it into other formsit into other forms export a changed product export a changed product back to environmentback to environment
Clinical lab is a good example on the open Clinical lab is a good example on the open systemsystem
They take samples, test request They take samples, test request ––laboratory laboratory staff, instrument, transform the input to give staff, instrument, transform the input to give results as outputresults as output
Input
Transformation Processes output
Specimens Test requestservices
What done by Staff andinstruments
ResultsAnd Information to patientsAnd clinics
A single cell organismal A single cell organismal model ?model ?
Characteristics of Open SystemCharacteristics of Open System
There is a reason or goal behind the system establishment and existenceThere is a reason or goal behind the system establishment and existence
The external environment drives significant changesThe external environment drives significant changes
System has clearly defined boundariesSystem has clearly defined boundaries
System seeks stability or equilibriumSystem seeks stability or equilibrium
As system grows it forms specialized components, etcAs system grows it forms specialized components, etc
Feed back is important to the performance of the system, positive feedbackFeed back is important to the performance of the system, positive feedback
Comparison between open Comparison between open and closed organization and closed organization
systemssystems closed closed systemsystem
open systemopen system
Leadership Leadership stylestyle
independentindependentcollaborativecollaborative
Decision Decision makingmaking
HierarchicallHierarchically determinedy determined
On specific On specific levels of levels of problemproblem
conflictconflictEliminate or Eliminate or suppresssuppress
ManageManage
Distribution Distribution of workof work
Allocate jobs Allocate jobs to peopleto people
Negotiate Negotiate work among work among groupsgroups
Congruence model Congruence model
Suggested by David Nadler Suggested by David Nadler Describe some elements of the open Describe some elements of the open
system and its dynamicssystem and its dynamics The implementation strategy of the The implementation strategy of the
organization is the main component organization is the main component that transform inputs into outputsthat transform inputs into outputs
Components of the Components of the Congruence modelCongruence model as an as an
open systemopen system Work: Work: task performed to provide productstask performed to provide products People: People: skills, knowledge and workflowskills, knowledge and workflow Formal organization: Formal organization: policies and procedures put to policies and procedures put to
perform workperform work Informal organization: Informal organization: culture and informal rulesculture and informal rules
informal
people
formal workStrategic plan resultsExternal
influence
Input
output
Some elements of the Some elements of the Clinical Laboratory as Clinical Laboratory as
Congruence ModelCongruence Model InputsInputsOperating Operating
organizationorganizationOutputsOutputs
Environmental Environmental influencesinfluences
Formal Formal organizationsorganizations
System InfoSystem Info
Patient needsPatient needs structure, policies, structure, policies, proceduresprocedures
Test results, Test results, consultationconsultation
Health care Health care regulationsregulations
PeoplePeopleDepart. Depart. contributioncontribution
Sample deliverySample deliverySkills, needs, Skills, needs, expectationsexpectations
Financial performance, Financial performance, patient responsepatient response
competitorscompetitorsWorkWorkIndividualIndividualunionsunionsTest performance, Test performance,
process flow, process flow, automationautomation
Teaching, learning, Teaching, learning, personal growthpersonal growth
Financial Financial resource etcresource etc
Informal Informal organizationorganization
Visions and missionsVisions and missionsCulture, climate, Culture, climate, communication pattern, communication pattern, behavior of leadersbehavior of leaders
Four structural models illustrate Four structural models illustrate range from mechanistic to organic range from mechanistic to organic networks, in reality a clinical networks, in reality a clinical laboratorylaboratory: :
--The functional structureThe functional structure
--The self-contained unit structureThe self-contained unit structure
--Matrix organizationsMatrix organizations
--Network structuresNetwork structures
Organization Design: A Structural
Perspective
11--The functional structureThe functional structure
--hierarchical and, in the extreme, hierarchical and, in the extreme, rigidly bureaucraticrigidly bureaucratic..
--In this structure specialized units In this structure specialized units report in an upward chain of report in an upward chain of command, and there is clear command, and there is clear understanding of responsibility and understanding of responsibility and authorityauthority..
.1The functional structure
The functional structure
The self-contained unit structureThe self-contained unit structure
--Organized around a common basisOrganized around a common basis . .
--May be a discipline, a location, a May be a discipline, a location, a customer group, or a technologycustomer group, or a technology . .
--Each unit contains all relevant skills Each unit contains all relevant skills and processes to successfully operateand processes to successfully operate..
The self-contained unit structureThe self-contained unit structure
A A disadvantagedisadvantage :there can be :there can be duplicationduplication of resources and expertise of resources and expertise . .
33..Matrix organizationsMatrix organizations
Take advantage of skills and functionTake advantage of skills and function . .
Matrix designs allow departments or Matrix designs allow departments or areas to simultaneously concentrate areas to simultaneously concentrate on specialized functions and on on specialized functions and on productionproduction..
44--
Network structuresNetwork structures
Are evolving as information Are evolving as information technology allows instantaneous technology allows instantaneous access and distribution of data and access and distribution of data and informationinformation..
Trends in organizations will be Trends in organizations will be prompted by the requirements forprompted by the requirements for::
EfficiencyEfficiency
SpeedSpeed
Cost-effectivenessCost-effectiveness
Customer/patient focusCustomer/patient focus..
Technology advancements Technology advancements continue to evolve providing continue to evolve providing faster, more comprehensive platforms that will become more faster, more comprehensive platforms that will become more and more accessibleand more accessible..
DiversityDiversity in both the workforce and the consumer population in both the workforce and the consumer population emerges as a key issue to organizational structure, culture, emerges as a key issue to organizational structure, culture, and managementand management..
FlexibilityFlexibility and organizational and organizational agilityagility are necessary to are necessary to respond to demands of patients and healthcare providersrespond to demands of patients and healthcare providers..
FlatteningFlattening of organizations will result in fewer management of organizations will result in fewer management levels and empowerment of employees to make decisionslevels and empowerment of employees to make decisions . .
Trends toward strategic Trends toward strategic alliancesalliances, partnerships, mergers, , partnerships, mergers, and industry in-formation sharing contribute to a networked and industry in-formation sharing contribute to a networked approach to organizational structuresapproach to organizational structures..
2121stst Century Organizational Century Organizational TrendsTrends
Laboratory professionals should be challenged to look for Laboratory professionals should be challenged to look for new and creative designs to the meet the needs of the new and creative designs to the meet the needs of the environment, particularly customers and patientsenvironment, particularly customers and patients . .
There is no single structure and no “right way” to divide up There is no single structure and no “right way” to divide up the work. Each organization must evaluate their unique the work. Each organization must evaluate their unique situation and anticipate the futuresituation and anticipate the futuretrendstrends . .
The leadership of the system must find and recognize the The leadership of the system must find and recognize the future and not be blinded by the day-to-day business at future and not be blinded by the day-to-day business at hand or paralyzed by past practiceshand or paralyzed by past practices . .
We must ask the questions that help us understand the We must ask the questions that help us understand the interdependencies of the components of the organizationinterdependencies of the components of the organization . .
We must look at the forces in our environment that will We must look at the forces in our environment that will drive change and create new opportunitiesdrive change and create new opportunities . .
We must look to align processes and the people in our We must look to align processes and the people in our organizations to carry out strategic plans that will guide us organizations to carry out strategic plans that will guide us to the organization’s goals and visionto the organization’s goals and vision..
SummarySummary
Principles of LeadershipPrinciples of Leadership Approaches to leadership:Approaches to leadership:
In the first half of the last century, dominated In the first half of the last century, dominated the the trait approachtrait approach
Leader should possess outstanding characters Leader should possess outstanding characters as :as :
Height, Height, In the 1950-1960, Ralph Stogdill introduced In the 1950-1960, Ralph Stogdill introduced
the the behavioral approachbehavioral approach focused on what does rather than what he isfocused on what does rather than what he is
Then the Then the situational contingency approachsituational contingency approach the situation is important to explain the leader the situation is important to explain the leader
effectivenesseffectiveness After 1970, After 1970, influence approachinfluence approach
it is a social exchange processit is a social exchange process present, present, reciprocal approachreciprocal approach
leadership is rational and shared processleadership is rational and shared process
The leadership ProcessThe leadership Process
Becoming a leader is synonymous to Becoming a leader is synonymous to becoming yourself, it is precisely that becoming yourself, it is precisely that
simple and its also that difficultsimple and its also that difficultWarren BennisWarren Bennis
Is leadership an exact science, think of Is leadership an exact science, think of parentingparenting
Can be learned---yes, but it needs a desire Can be learned---yes, but it needs a desire from within to create valuesfrom within to create values
““leadership is authentic self-expression that leadership is authentic self-expression that creats values” creats values”
Kevin KashmanKevin Kashman
Three key functions to be Three key functions to be accepted by leaderaccepted by leader
ResponsibilityResponsibility: assignment for : assignment for accomplishing a goalaccomplishing a goal
AuthorityAuthority: the right to make a : the right to make a decisiondecision
AccountabilityAccountability: the acceptance : the acceptance of success or failureof success or failure
Leadership versus Leadership versus ManagementManagement
There are differences between bothThere are differences between bothThe BossThe leader
Drives group memberCoaches group member
Depends upon authorityDepend on good will
Inspires fearsInspires enthusiasm
Says ISays We
Knows how it is doneShows how it is done
Assign the tasks
Says Go
Sets the pace (speed, velocity)
Says Let us go
Attributes for effective Attributes for effective LeadershipLeadership
Character: Character: how to be rather than how to act, how to be rather than how to act, includes: authenticity, purpose, congruence, includes: authenticity, purpose, congruence, compassion compassion
Integrity: Integrity: engender trust and respectengender trust and respect
Vision: Vision: able to see the big pictureable to see the big picture
Passion: Passion: can manage the painstaking task of can manage the painstaking task of creating changecreating change
Credibility: Credibility: based on excellent credentials,based on excellent credentials, Empower: Empower: able to delegate power to othersable to delegate power to others
Courage: Courage: essential for creating a new visionessential for creating a new vision
Attributes for effective Attributes for effective LeadershipLeadership
Humility: Humility: good listener, and continuous learner good listener, and continuous learner
Insight: Insight: into the realities that exist in and out-into the realities that exist in and out-side the organizationside the organization
Sense of humor: Sense of humor: a good tool to ameliorating a good tool to ameliorating stressstress
Emotional intelligenceEmotional intelligence: includes self-: includes self-awareness, self management, social skills and awareness, self management, social skills and social awareness social awareness
Positive self esteem: Positive self esteem: work selflessly to work selflessly to support people working toward the goalsupport people working toward the goal
Management Functions
What affect the laboratory management:
1. size 2. geographical location 3. patient/clinic population 4. Goals of the institution 5. board that oversees it
Basic Functions of Managements
Planning
Implementing Org
aniz
ing
PrioritizingTeamwork buildingMultitaskingDirectingLeading
ControllingMonitoringOutcome evaluationPersonnel developmentMaking adjustments
Creativity and innovationVisionAssessmentsGoal settings
Management function cycle of planning, organizing and controlling phases are embedded the 3 Cs (coordination, communication, and collaboration), which invite participation of all stakeholders.
• Management functions should not confused with tasks & responsibilities associated with management duties.
• Functions, describe a process & strategy for dealing with issues of change,
• Responsibilities deal with routine tasks for which laboratory managers held responsible and accountable.
Components of management process
1-Planning Clarifies the process of achieving organizations goals
Data gatheringData gathering..
AssessmentAssessment..
Calculation of risksCalculation of risks..
Determination of a strategyDetermination of a strategy..
• 2-Organizing: Identifies the steps needed to implement a successful program
3-Implementing : puts plans into operation and measure progress
Planning
What is planning:The management function that clarifies the process of achieving the desired goals of an organization
Why Planning essential?1. Make advanced rational decision about
future2. Anticipate and react positively to changes3. Analyze information and make
improvements4. Reduce ambiguity and anxiety among
staff
5. Accomplish goals and objectives in a timely and efficient manner
6. Remain competitive and cost effective
7. Be proactive rather than reactive
Planning components : 1. Vision: directional, and motivational
guidance.2. Mission: Why an organization is being
established.
3. Objectives: key issues within the organizational mission
4. Goals: Specific, Measurable, Attainable, Rewarding, and Timed.
Lab should have Mission statement that is clear and consistent
Establish goals: To define the mission Motivate the employee
Helps moving institution forward Should be challenging but achievable Visionary but realistic Supported by resources
Organizing
Identifies the steps needed to implement a successful program
4 key elements for laboratory organization:
1. Assays and tasks to be performed2. The individual task performers3. Teams working together4. Physical environment of the working
place
Organizing answers the following
What has to be done Who has to do it How is it going to be done
The 3 Cs in organizing 1. Coordination: the blending of functions- minimize the risk of
duplication
2. Collaboration: the act of working together 3. Communication: don’t leave gaps for rumor- face to face
discussion
Implementing and controlling
Controlling Monitoring Outcome evaluation Personnel management and staff
development Making adjustments
Principles of Laboratory management
Problem solving vs decision making
If a problem occurs the manger should intervene and solve the problem by:
1. Researching the problem2. Identifying the causes3. Solving it by making a decisionThis should be considered as a chance to
improve laboratory process.
So decisi
on making is
involved
in pro
blem so
lving
Decision making: the process of choosing among different alternatives Define the ends and chose among
different means to achieve that end
Steps in Problem Solving Two types of problems face the manager1. Structured problem:
- routine- recurring-involve almost automatic process
Rules and guidelines are prepared to this situation2. Unstructured problem:
-nonroutine-nonrecurring-require unique solutions-there is no rule to follow, decision is new, eg. Reorganization of a laboratory section
Where to find the alternatives to make decision about problem solving
Chose among available listed alternatives
or Make brain storming and list a
group of potential solutions
What is preferable? And Why?
Problem solution and feed back
Final step in problem solving is putting solution into place
Converting decision into action is a time consuming step
1. Prepare an action plan: details all steps to implement solution
2. Prepare the resources required to do it
How to measure the effectiveness of your
solution Feedback, provide a continues test
of your expectations it tests: Validity Effectiveness
Without feedback managers never learn from experience and will make the same mistake again
Some decision making Traps
1. anchoring trap: giving information up front that affect the decision of the manager about a solution. Be wary about anchors in negotiations
2. Status-quo trap: sticking to familiar involve least change decisions
3. Sunk-cost trap: the justify past action trap, going further in a past action although the conditions are not valid
4. Confirming evidence trap: always looking for suupporting evidence to his decision rather than putting the opposing evidence. Look for the problem from different sides
5. Overconfidence trap: managers think that they are better as they are