Laboratory Management
240490
Department Biotechnology and Genetic
Engineering
Philadelphia University
Dr. Khaled Al-Qaoud
Mr. Marwan Gagaa
Dr. Raida Khalil
Course Content
(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) Quality Assurance, Performance Testing, and
Validation
(13) Analysis of MOH Regulations 1
(14) Analysis of MOH Regulations 2
(15) Computer based laboratory information system 1
Purpose of LMI is to help scientists
become more:
Productive
Efficient
Organized
Satisfied
Innovative
Compliant
Safe
Successful
Why do laboratory errors occur?
Understaffed
Poor
Workload
Management
Time
Pressures
Inadequate
Attention
To Detail
Poor
Quality
Management
Non-validated
Tests
Poor
Sample Control
Poor Results
Verification
Quality
Control &
Assessment
What is the main task of Lab managers
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 application
of theoretical modules to real life situation
Organizational Structure
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What are the historical influences on
organizational structure
Define modules of organization
Propose new structures based on
customer/patient needs
What is an Organization
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Systems made up by individuals who share
common purpose
Its both a creation of our behavior
And creators of our behavior
Provide vision and focus
Consist of both technical and social components
Open to the changing environment
Organization functions

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Provide society with products and services
Offer employments and economic exchange for
members
Give 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 Perspectives

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In the past the man was first
In the future the system must be first
Frederick Taylor
Management is thinking and worker is doing
Managers job is to understand the task and
plan a method to executing it
And then coerce the workers to do it
The March of Quality Management
1942-52
US Military develop requirements for contractors for shell, aircraft, missile suppliers
(Quality without 100% inspection)
1947
International Organization for Standardization (ISO) created to adopt industrial
standards
1959
US Department of Defense established MIL-Q-9858 quality management
1963
MIL-Q-9858 is internationalized as an ABCA standard
1968
NATO adopts MIL-Q-9858A as Allied Quality Assurance Publication 1 (AQAP-1)
1979
British Standards Institute (BSI) developed AQAP-1 for civilian use BS 5750
1987
ISO modifies and adopts BC5750 for international civilian use ISO 9000
1994-00
ISO issued ISO 9000:1994 and follows with ISO 9000:2000.
2003
DoD drops MIL-Q-9858 in favor of ISO 9000:2000
An Open System perspective
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Looks like a biologic system
How
Input-throughput-output system
Explain more!!
Take input from environment
transform it into
other forms
export a changed product back to
environment
Clinical lab is a good example on the open system
They take samples, test request –laboratory staff,
instrument, transform the input to give results as
output
Input
Specimens
Test request
services
Transformation
Processes
What done by
Staff and
instruments
output
Results
And
Information
to patients
And clinics
A single cell organismal model ?
Characteristics of Open System
There is a reason or goal behind the system establishment and existence
The external environment drives significant changes
System has clearly defined boundaries
System seeks stability or equilibrium
As system grows it forms specialized components, etc
Feed back is important to the performance of the system, positive feedback
Comparison between open and
closed organization systems
closed system
open system
Leadership style
independent
collaborative
Decision making
Hierarchically
determined
Eliminate or
suppress
Allocate jobs to
people
On specific levels
of problem
Manage
conflict
Distribution of
work
Negotiate work
among groups
Congruence model
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Suggested by David Nadler
Describe some elements of the open system and
its dynamics
The implementation strategy of the organization
is the main component that transform inputs
into outputs
Components of the Congruence
model as an open system
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Work:
task performed to provide products
People:
skills, knowledge and workflow
Formal organization: policies and procedures put to perform work
Informal organization:
culture and informal rules
informal
External
influence
Strategic plan
work
formal
results
people
output
Input
Some elements of the Clinical
Laboratory as Congruence Model
Inputs
Operating
organization
Outputs
Environmental influences
Formal organizations
System Info
Patient needs
structure, policies, procedures
Test results, consultation
Health care regulations
People
Depart. contribution
Sample delivery
Skills, needs, expectations
Financial performance, patient
response
competitors
Work
Individual
unions
Test performance, process
flow, automation
Teaching, learning, personal
growth
Financial resource
etc
Informal
organization
Visions and missions
Culture, climate, communication
pattern, behavior of leaders
Organization Design:
A Structural Perspective
Four structural models illustrate range from
mechanistic to organic networks, in reality a
clinical laboratory :
-The functional structure
-The self-contained unit structure
-Matrix organizations
-Network structures
1-The functional structure
-hierarchical and, in the extreme, rigidly
bureaucratic.
-In this structure specialized units report in an
upward chain of command, and there is clear
understanding of responsibility and authority.
The functional structure
The functional structure
.1
The self-contained unit structure
-Organized around a common basis.
-May be a discipline, a location, a customer
group, or a technology.
-Each unit contains all relevant skills and
processes to successfully operate.
The self-contained unit structure
A disadvantage :there can be duplication of resources
and expertise.
3.Matrix organizations
Take advantage of skills and function.
Matrix designs allow departments or areas to
simultaneously concentrate on specialized
functions and on production.
4Network structures
Are evolving as information technology allows
instantaneous access and distribution of data and
information.
Trends in organizations will be prompted by the
requirements for:
Efficiency
Speed
Cost-effectiveness
Customer/patient focus.
21 Century Organizational Trends
st
Technology advancements continue to evolve providing faster, more
comprehensive platforms that will become more and more accessible.
Diversity in both the workforce and the consumer population emerges as a
key issue to organizational structure, culture, and management.
Flexibility and organizational agility are necessary to respond to demands
of patients and healthcare providers.
Flattening of organizations will result in fewer management levels and
empowerment of employees to make decisions.
Trends toward strategic alliances, partnerships, mergers, and industry information sharing contribute to a networked approach to organizational
structures.
Summary
Laboratory professionals should be challenged to look for new and creative
designs to the meet the needs of the environment, particularly customers
and patients.
There is no single structure and no “right way” to divide up the work. Each
organization must evaluate their unique situation and anticipate the future
trends.
The leadership of the system must find and recognize the future and not be
blinded by the day-to-day business at hand or paralyzed by past practices.
We must ask the questions that help us understand the interdependencies of
the components of the organization.
We must look at the forces in our environment that will drive change and
create new opportunities.
We must look to align processes and the people in our organizations to
carry out strategic plans that will guide us to the organization’s goals and
vision.
Principles of Leadership
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Approaches to leadership:
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In the first half of the last century, dominated the trait
approach
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Leader should possess outstanding characters as :
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In the 1950-1960, Ralph Stogdill introduced the behavioral
approach
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the situation is important to explain the leader effectiveness
After 1970, influence approach
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focused on what does rather than what he is
Then the situational contingency approach
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Height,
it is a social exchange process
present, reciprocal approach
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leadership is rational and shared process
The leadership Process
Becoming a leader is synonymous to becoming
yourself, it is precisely that simple and its also
that difficult
Warren Bennis
Is leadership an exact science, think of parenting
Can be learned---yes, but it needs a desire from
within to create values
“leadership is authentic self-expression that creats
values”
Kevin Kashman
Three key functions to be
accepted by leader
 Responsibility: assignment for
accomplishing a goal
 Authority: the right to make a decision
 Accountability: the acceptance of success
or failure
Leadership versus Management
The
The
leader
ThereBoss
are differences
between
both
Drives group member
Coaches group member
Depends upon authority
Depend on good will
Inspires fears
Inspires enthusiasm
Says I
Says
Knows how it is done
Shows how it is done
Assign the tasks
Sets the pace (speed, velocity)
Says Go
Says Let us go
We
Attributes for effective
Leadership

Character: how to be rather than how to act, includes:
authenticity, purpose, congruence, compassion
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Integrity: engender trust and respect
Vision: able to see the big picture
Passion: can manage the painstaking task of creating change
Credibility: based on excellent credentials,
Empower: able to delegate power to others
Courage: essential for creating a new vision
Attributes for effective
Leadership
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Humility: good listener, and continuous learner
Insight: into the realities that exist in and out-side the
organization
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Sense of humor: a good tool to ameliorating stress
Emotional intelligence: includes self-awareness, self
management, social skills and social awareness
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Positive self esteem: work selflessly to support people
working toward the goal
Management Functions
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What affect the laboratory management:
1. size
 2. geographical location
 3. patient/clinic population
 4. Goals of the institution
 5. board that oversees it
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Basic Functions of Managements
Planning
Controlling
Monitoring
Outcome evaluation
Personnel development
Making adjustments
Creativity and innovation
Vision
Assessments
Goal settings
Prioritizing
Teamwork building
Multitasking
Directing
Leading

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
achieving
Clarifies the process of
organizations goals
Data gathering.
Assessment.
Calculation of risks.
Determination of a strategy.
• 2-Organizing: Identifies the steps needed to implement a
successful program
3-Implementing :
progress
puts plans into operation and
measure
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 future
2.
Anticipate and react positively to changes
3.
Analyze information and make improvements
4.
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 :

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.
1.
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Lab should have Mission statement that is
clear and consistent
Establish goals:
To define the mission
 Motivate the employee
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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 performed
2. The individual task performers
3. Teams working together
4. Physical environment of the working place
Organizing answers the following
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What has to be done
Who has to do it
How is it going to be done
The 3 Cs in organizing
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1. Coordination: the blending of functions- minimize the
risk of duplication
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2. Collaboration: the act of working together
3. Communication: don’t leave gaps for rumor- face to
face discussion
Implementing and controlling
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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 problem
2. Identifying the causes
3. Solving it by making a decision
This should be considered as a chance to improve
laboratory process.

Decision making: the process of choosing
among different alternatives
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Define the ends and chose among different means
to achieve that end
Steps in Problem Solving
Two types of problems face the manager
1.
Structured problem:
- routine
- recurring
-involve almost automatic process
Rules and guidelines are prepared to this situation
2.
Unstructured problem:
-nonroutine
-nonrecurring
-require unique solutions
-there is no rule to follow, decision is new, eg. Reorganization
of a laboratory section
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Where to find the alternatives to make decision about
problem solving
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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
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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