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Laboratory ManagementConcept of ManagementChapter I
Management The art of getting things done through
people Process consisting of planning, organizing,
actuating and controlling Effective motivation of men and
the
efficient utilization of resources for theattainment of a
predetermined objective.
Nature of ManagementArt it results in the accomplishment of
objectivesthrough the use of auman effort. It requires skilland
careful study in its application
Science - it is a systematic body of knowledge. Itgathers and
analyses facts and formulates generallaws or principles from these
facts
Functions of Management1. Planning2. Organizing3. Directing4.
Controlling
PlanningIt is the mental effort by which executivesanticipate
the possible causes or factorsthat may affect or change the
activitiesand objectives of a particular organizationIt controls
the nature and direction of change and determines what measures
or
actions are necessary to accomplishpredetermined goalsShould
include several possible alternativecourses of action that may be
taken undervarying conditions . The best course of action under the
circumstances will beconsidered.
Organizing The grouping together of men andestablishing
relationships among themDefining the authority and responsibility
tothe personnel who are to perform the workin order to use maximum
advantage thelaboratorys material resources in theattainment of a
common objectives
DirectingRefers to the way of getting all personnelin an
organization to accomplish whatmanagement desires.
It involves both motivation andcommunication
ControllingChecking the work accomplished againstplans or
standards
The bases for controlling are standardquality, standard
quantity, standard cost,and standard time
Three aspects involved in Controlling1. Planned performance2. A
measure of actual performance3. Corrective measures
Manager An individual whose job is to guide theorganization to
attain its objectivesHe performs the functions of
planning,organizing, directing and controlling thework of his
subordinates
Takes charge of the management or
oversees the functioning of an activity toachieve a set of goal
or purposeHis strength is his ability to use all of hisresources to
get things done properly
Director Directs the affairs of an organization byestablishing
goals and priorities thatdetermine the direction of the
organization
Administrator Administers or runs an organization withinthe
framework or the various directives
and policies given to him
Supervisor Oversees the activities of others to getthem to
accomplish specific tasks or toperform efficiently.
Essential characteristics of a Manager1. Motivation2. Vision3.
Decision-making ability4. Good health5. Humility
What makes a good manager1. Appearance2. Personality act with
proper decorum3. Articulate4. Energy, driven, ambition5. Positive
attitude displaying a
constructive, cheerful outlook in life6. Thoughtfulness
7. Overall composure
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8. Aura of leadership agreeable manner,self confidence
9. bright, informed, a bit of sparkle10. Breadth of interest
learn a little about
many fields like
Management Levels1. First line manager
lowest level in an organization responsiblefor the work of
others. They directoperating employees only they do notsupervise
other managers
often called supervisors
2. Middle managers refers to more than one level in an
organization direct the activities of other managers and
sometimes also those of operatingemployees
their principal responsibilities are to direct
the activities that implement theirorganizations policies and to
balance thedemands of their supervisors with thecapacities of their
subordinates
ex. CMT
3. Top managers composed of a relatively small group of
executives. They are responsible for theoverall management of
the organization. Itestablishes operating policies and guidesthe
organizations interactions with itsenvironment.
ex. President of the Hospital
Roles of Managers1. Interpersonal2. Informational3.
decisional
Interpersonal Roles1. Symbol or a figurehead
2. Serves as a leader hires, trains,encourages, fires,
remunerates, judges
3. Serves as a liaison between outsidecontacts- community,
suppliers, others and
the organization
Informational Role1. Monitors gathers informations2.
Disseminators of information flowing from
both external and internal sources3. Spokespersons or
representatives of the
organization.
Decisional Role
1. As enterpreneurs are initiators, innovators2. Disturbance
handler3. Resource allocator4. Negotiators when conflicts arise
Management Skills1. Technical skill2. Human skill3. Conceptual
skill
Technical Skillability to use equipments, procedures and
techniques of a specialized field The manager needs enough
technical skillto accomplish the mechanics of theparticular job he
is responsible for
Human SkillAbility to work with, understand, andmotivate other
people, either as individualsor as groups.Managers need enough
human relation
skill to work with other organizationmembers and to lead their
own workgroups
Conceptual Skill The mental ability to coordinate andintegrate
all of the organizations interestand activities
To recognize how the various factors in agiven situation are
interested, so that theaction he takes will be in the best
interestsof the total organizationManagerial Performance
Efficiency doing things right the ability to get things done
correctly. It
is an input-output concept an efficient manager is one who
achieves
output or results that measure up to theinputs (labor, reagents,
supplies,equipment and time)
able to minimize cost of the resources toattain the goals
Effectiveness the ability to choose appropriate
objectives. an effective manager is one who selects
the right things to get done
Indicators of Lack of Management Skills1. Inability to maintain
an adequate staff 2. Recurring or persistent misunderstanding
with the hospital administration
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