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