LABORATORY MANAGEMENT
MIDTERMS TOPIC 1. HUMAN RESOURCE MANAGEMENT
Lecturer/s: Ms. Angela dela Peña, RMT
FULL TRANSES MASTERLIST: https://bit.ly/masterli_st
HUMAN RESOURCE MANAGEMENT
Deals with formal systems for managing people at
work
● Demand forecasts: how many and what types of people
are needed
● Labor supply forecasts: how many and what types of
people are available
● Reconciling supply and demand
JOB DESCRIPTION
JOB SPECIFICATION
Summary of what an
Statement showing what a
employee will do after
person MUST possess for
getting selected.
getting selected.
SAMPLE JOB DESCRIPTION OF A MEDICAL
TECHNOLOGIST
● Assists the clinic physician in making a medical
diagnosis by accurately performing and reporting all
in-house laboratory testing procedures and
obtaining necessary specimens for reference
laboratory testing, as required.
● Ensures accurate lab testing by personally drawing
specimen from patients and/or by giving clear,
precise Instructions to patients for self-administered
lab tests
● Enhances the efficiency and accuracy of lab testing
by maintaining adequate laboratory supplies, by
keeping equipment in operational condition and by
maintaining a clean and orderly laboratory work area
● Assists in the preparation of monthly statistical
reports by keeping accurate records on all laboratory
procedures performed.
● Maintains quality assurance of the laboratory by
performing proficiency testing
SAMPLE JOB SPECIFICATION FOR MEDICAL
TECNOLOGISTS
● A Degree in Bachelor of Science in Medical
Technology
Professional License from Professional Regulatory
●
Commission
Note: Some labs may specify that you should be living or
must be willing to work in a certain area
●
For higher positions like section head or chief
medical technologists, additional specifications may
be required:
o Years of experience
o Necessary training/s
RECRUITMENT
INTERNAL
➔ From existing employees
o Promotions can encourage employees
EXTERNAL
➔ can inspire innovation
●
Made by Miguel Astronomo
·
·
·
SELECTION
·
Internet: company websites, job boards
Employee referrals, newspapers, job fairs
Word-of-mouth
Applications/resumé provide background
information
Interviews
·
o Structured: same question/s per
applicant
o Unstructured
REFERENCE CHECKS
Contact references
·
Former employers/schools
·
TRAINING
Teaching lower-level employees how to perform
·
the job
Goal: Familiarize new employees with the job,
·
the work units, and the organization in general
DEVELOPMENT
Managers/professional employees gain needed
·
broader skills
Sending them to trainings, seminars, workshops
·
ASSESSMENT OF JOB PERFORMANCE
WHAT?
·
o Traits: numerical scale (1-5);
ambiguous and subjective
o Behavior
o Results: production data
WHO?
·
o 360-degree appraisal for fuller picture
of strengths and weaknesses
o Subordinates, peers, outsiders,
superiors
SCHEDULING
assigning employees to work-specific hours,
·
departments, or tasks
full-time (40 hours a week)
·
part-time (8-32 hours a week)
·
per diem (reliever/on-call)
·
Considerations when making the lab schedule:
·
personal requests, official business, religion
(SDA)
8/80 WORK RULE
40-HOUR WORK WEEK
● 1 day: 3 8-hour work ● Shift: any number of
shifts
hours
● Shorter shifts, more ● Longer shifts, less days
days of duty
of duty
Page 1 of 1
LABORATORY MANAGEMENT
MIDTERMS TOPIC 2-3. LABOR RELATIONS AND STANDARDS, LABOR LAW
COMPUTATIONS
Lecturer/s: Ms. Angela Dela Peña, RMT, Mr. Christian John Villahermosa, RMT, MSMT
FULL TRANSES MASTERLIST: https://bit.ly/masterli_st
LABOR
is a contract between two entities; the employer and the
employee
● The employer needs the employee in order to sustain
the business/ corporation or any form of enterprise
● The employee needs the employer to survive because of the wages and salaries they will receive
EMPLOYER-EMPLOYEE RELATIONSHIP
➔ If you are an employee, you must enjoy benefits which vary
from company to company
● You have to be proven so you cannot be fired without
due process
Four-fold test
➔ The Labor Code of the Philippines presented four criteria:
Selection and engagement of the workers
●
○ If you were selected, then you are the
employee
○ The one who does the hiring is the employer
○ One proof that you are selected or engaged;
is you have an ID of the organization
bearing your face and name - basic evidence
or proof
● Payment of wages
○ If you are part of the payroll, and are
receiving wages or salaries every month –
you are considered an employee
○ The one doing the paying is the employer
● Power of dismissal
○ It may be stipulated in some contracts that
say ‘your services will only be up to this
point in time,’ or whether your services may
be terminated because of certain
reasons/causes; then you are an employee
○ The one who has the power to dismiss you
within valid grounds is the employer
● Power to control the workers' conduct
○ Refers to existence of power and not
necessarily to the actual exercise thereof
○ Control in the sense that the employer has
the control over the means and the ends of
the job or occupation;
■ For example; You are given a
schedule before a semester starts,
and you have to report on those
times; because this is one way of
the employer controlling your job
■ As an employee you have to work
on these hours and doing nothing
except working on these hours
■ The power to control refers to the
existence of power, not
necessarily the actual exercise of
Made by Miguel Astronomo
the power ; the employers will not
monitor your work every minute –
being able to control is sufficient
enough
➔ If you think you were terminated without due process; and
your employer says that your termination was valid because
you are not an employee–if you can present proof that you
were selected or paid – you were controlled in a certain
manner, you can win your case
● The benefits you will enjoy is important
HOURS OF WORK
● All time during which an employee is required to be
on duty or to be at the prescribed workplace
● General Rule: 8 hours a day for 6 days a week
○ Most company workers work
Monday-Sunday with Sunday as a day off
● Exception: Health personnel who hold regular office
hours for 8 hours a day for 5 days a week
○ Health workers have shifting schedules;
some work at night, some in the afternoon,
the minimum required days per week is just
5 days
● Rest period of short duration: counted as hours
worked (coffee break, meal period < 1 hour)
○ Your employer could not say you should extend
your work due to your coffee break – any rest
period of short duration less than 1 hour can be
counted as work, as long as you are in your
workplace
NIGHT SHIFT DIFFERENTIAL
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At least 10% of regular wage for each hour of work
between 10:00 pm to 6:00 am
Can be enjoyed by personnel /workers who are
working at night
Humans are biologically hardwired to sleep at night;
but since many occupations require work at night,
there is an additional payment
OVERTIME WORK
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Work performed beyond 8 hours a day
○ Payment of overtime varies from day to day
Additional compensation
○ Regular day: no. of hours in excess of 8
hours (125% * hourly rate)
○ Holiday or rest day: no. of hours in excess of
8 hours (130% * hourly rate)
Any work done beyond 8 hours is considered overtime;
you have to be paid – failure to being paid, you have
grounds to complain
1
COMPULSORY OVERTIME WORK
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If the country is at war or when there is a declaration
of national or local emergency
To prevent loss of life or property, or in case of
imminent danger to public safety caused by
accidents, fire, floods, typhoons, epidemic, or other
disaster or calamities
When there is urgent work to be performed on
machines, installations, or equipment to avoid
serious loss or damage
To prevent loss or damage to perishable goods
Completion of work is necessary to prevent serious
business loss
MEAL BREAK
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Not less than 60 minutes time-off for regular meals
The 8-hour work period does not include the meal
break
May be taken outside company premises
REST DAY
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Duty of employer: 24 hours rest period after every 6
consecutive normal work days
○ Employer shall respect the preference of
employees as to their weekly rest day when
such preference is based on religious
grounds
HOLIDAY PAY
Work on special holiday: (daily rate * 130%)
Work on regular holiday: (daily rate * 200%)
7 days with full pay for the first 4 deliveries
(or any miscarriage) of the legal spouse with
whom he is cohabiting
SECURITY OF TENURE
"A regular employee shall remain employed unless his or her
services are terminated for just or authorized cause and after
observance of procedural due process."
TERMINATION OF EMPLOYMENT
● Balancing of interests in disciplinary cases
Labor's interests: right to labor and due
○
process
○ Management's interests: promulgation of
rules and regulations and enforce and
implement them for efficient business
operations
● May be due to:
○ JUST CAUSES: act or omission by the
employee
○ AUTHORIZED CAUSES: exercise of
management's prerogative
● Twin requirements
○ Due process
Valid cause
○
■ Without these two, the dismissal is
illegal
○
JUST CAUSES
●
WHAT ARE THE REGULAR HOLIDAYS?
As provided by RA 9849
● New Year
● Maundy Thursday and Good Friday
● Araw ng Kagitingan
● Labor Day
● Independence Day
● National Heroes Day
● Bonifacio Day
● Eid'I Fitr
● Eid'I Adha
● Christmas Day
● Rizal Day
●
13th MONTH PAY
PD 851: 1/12 of an employee's basic annual salary
○ May be given in 2 installments (May and
December)
FORMS OF PAYMENT
"No employer shall pay the wages of an employee by means of
promissory notes, vouchers, coupons, tokens, tickets, chits or
any object other than legal tender, even when expressly
requested by the employee."
MATERNITY/PATERNITY LEAVE
● In service for at least 6 months
● RA 11210: 105 days leave with pay + an option to
extend for 30 days without pay (single parent:
additional 15 days with pay)
○ Miscarriage or emergency termination of
pregnancy: 60 days
● Paternity leave (RA 8187)
●
Made by Miguel Astronomo
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SERIOUS MISCONDUCT
Serious; related to performance of duties;
○
must show that the employee has become
unfit to continue working for the employer
○ Examples:
■ Falsification of time records
■ Moonlighting – serving two jobs
at the same time
■ Theft of company property
■ Fighting within company premises
WILLFUL DISOBEDIENCE/INSUBORDINATION
○ Willful/intentional; characterized by a
'wrongful or perverse attitude'; order
violated must be reasonable, lawful, and
made known to the employee; must pertain
to the duties he had been engaged to
discharge
○ Can employees refuse to comply with
company rules and regulations by
challenging their reasonableness?
■ 'NO. It is impermissible to suspend
enforcement of the orders or rules
until their legality or propriety
shall have been the subject of
negotiation, conciliation, or
arbitration' (GTE Directories Corp
v. Sanchez)
GROSS NEGLIGENCE AND HABITUAL NEGLECT
OF DUTIES
○ GN: absence of care in the performance of
duties
○ HND: repeated failure to perform one's
duties
■ Must not only be gross but
habitual; a single isolated act is not
2
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habitual (National Bookstore v.
CA)
○ Examples:
■ Absenteeism (requires warnings)
■ Abandonment of work
FRAUD AND LOSS OF TRUST AND CONFIDENCE
○ Employee holds a position of trust and
confidence; there must be an act that would
justify the loss of trust and confidence
○ Positions of trust
■ Managerial employees
■ Cashiers, auditors, property
custodians, etc. handling money or
property
COMMISSION OF A CRIME OR OFFENSE BY THE
EMPLOYEE AGAINST THE PERSON OF HIS
EMPLOYER OR IMMEDIATE MEMBER OF HIS
FAMILY OR DULY AUTHORIZED REPRESENTATIVE
○ 'Conviction of an employee in a criminal
case is not indispensable to warrant his
dismissal' (Mercury Drug v. NLRC)
OTHER ANALOGOUS CAUSES
○ Attitude problem
'Without the necessary teamwork
■
and synergy, the organization
cannot function well' (Heavylift
Manila v. CA)
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OTHER CAUSES FOR TERMINATION
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REDUNDANCY
○ Services of an employee are in excess of
what is reasonably demanded
'The employer has no legal obligation to
○
keep in its payroll more employees than are
necessary for the operation of its business'
(Wiltshire File Co. v. NLRC)
○ Requisites for a valid redundancy program
■ 1 month written notice to
employees and DOLE
■ Separation pay (1 month per year
of service)
■ Good faith in abolishing redundant
positions
■ Fair and reasonable criteria in
ascertaining redundant positions:
efficiency, seniority, less preferred
status
RETRENCHMENT
○ dismissing employees to avoid or minimize
losses (must be done BEFORE the losses
anticipated are actually sustained)
○ Requirements for valid retrenchment
■ Done to prevent business losses
■ Written notice to employees and
DOLE at least 1 month prior to the
intended date of retrenchment
■ Separation pay to employees
■ Done in good faith
■ Fair and reasonable criteria to
ascertain who would be dismissed
(last in, first out)
Made by Miguel Astronomo
Failure of the probationary employee to qualify as a
regular employee
Totality of infractions doctrine
Procedural Due Process
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AUTHORIZED CAUSES
●
CLOSURE OF THE COMPANY
○ May be partial or total
In good faith
○
○ 1 month written notice to employees and
DOLE
○ Separation pay needed, except in cases of
serious business losses
DISEASE OR ILLNESS
○ Continued employment is prohibited by law
or prejudicial to his health or the health of
his co-employees
○ Medical certificate NEEDED: disease can't
be cured within 6 months even with proper
medical treatment
○ 1 month written notice to employee and
DOLE
○ Separation pay
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Notice of appraisal: specifying the grounds of
termination giving time to employee to rebut
Hearing or conference
Notice of termination: after considering all
circumstances
What if there was no Due Process?
No due process
Authorized causes: P 50,000 damages
Just causes: P 30,000 damages
Questioning the Legality of Dismissal
Substantive grounds
○ Absence of a just or authorized cause
supporting the dismissal
Procedural grounds
○ Failure of the employer to give the
employee an opportunity to explain his or
her side
THE EMPLOYER has the DUTY to prove the
dismissal is valid
TERMINATION BY EMPLOYEE
Written notice at least 1 month in advance
No written notice:
○ Serious insult by the employer
○ Inhuman and unbearable treatment
○ Commission of a crime or offense by the
employer against the employee
3
LABOR LAW COMPUTATIONS
NIGHT SHIFT DIFFERENTIAL/NIGHT PREMIUM
● Rule: At least 10% of regular wage for each hour of
work between 10:00 pm to 6:00 am
● Example:
○ Hourly rate: Php 100
○ Shift: 11 PM- 7 AM (8 hours)
● Question: How much is the TOTAL salary on that
shift?
Computation
● Compute for the total wage: 100 x 8 = 800
● Count the number of hours covered by the night
premium: 7 (only 11 PM to 6 AM is covered)
● Compute for the salary for the 7 hours covered by
law: 100 x 7 = 700
● Compute for the 10% of the hours covered by law:
700 x 0.10 = 70
● Add the total wage plus the 10% of hours covered:
800 + 70 = Php 870
OVERTIME PAY(REGULAR DAY)
● Rule: no. of hours in excess of 8 hours (125% *
hourly rate)
● Example:
○ Hourly rate: Php 150
○ Shift: 7 AM - 3 PM (8 hours)
○ Overtime shift: 3 PM - 5 PM (2 hours)
● Question: How much is the TOTAL salary on that
shift?
Computation
● Compute for the total salary on the original shift
first: 150 x 8 = 1200
● compute for the overtime pay following the rule on
labor law: 2 (1.25 × 150) = 375
● Add the salary of the original shift and the overtime
pay: 1200 + 375 = Php 1575
HOLIDAY PAY
● Rules:
○ Work on special holiday: (daily rate * 130%)
○ Work on regular holiday: (daily rate * 200%)
● Example
○ Hourly rate: Php 350
○ Shift: 2 PM to 10 PM
● Question: How much is the TOTAL salary on that
shift if the shift falls on a holiday?
Computation
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SEPARATION PAY
Rule: 1 month pay per year of service
Example
○ Monthly salary: Php 13,000
○ Years of service: 11
○ Php 13,000 x 11 = Php 143,000 (separation
pay)
If regular holiday:
○ Daily rate: 350 × 8 = 2800
○ Labor law formula: 2800 x 2 = Php 5600
If special holiday:
○ Daily rate: 350 × 8 = 2800
○ Labor law formula: 2800 x 1.3 = Php 3640
13TH MONTH PAY
Rule: 1/12 of an employee's basic annual salary (may
be given in 2 installments)
Example:
○ Basic annual salary: Php 195, 888/12 = Php
16,324
○ If 1 installment: Php 16, 324
○ If 2 installments: Php 16, 324/2 = Php 8,162
■ Php 8,162 in May and Php 8, 162
in December
Made by Miguel Astronomo
4
LABORATORY MANAGEMENT
MIDTERMS TOPIC 4. LEADERSHIP AND COMMUNICATION
Lecturer/s: Ms. Angela Dela Peña, RMT
FULL TRANSES MASTERLIST: https://bit.ly/masterli_st
DIMENSIONS OF LEADERSHIP
Leadership is a multifaceted concept that can be understood
and analyzed from various dimensions
THEORIES ON MOTIVATION
There are different leadership theories, styles, and models
because each one of us have different personalities,
upbringing, etc – that alone explains why dimensions of
leadership is not mutually exclusive
1.
2.
3.
Leadership Quality ➔ some seem to be effortless at
it while others have to work at it
a. Intrinsic aspect of internship; specific
attributes, traits, and characteristics that
individuals possess
Opportunity ➔ chance to demonstrate leadership
a. What opportunities do you recognize or
create to benefit the organization
Context ➔ the benefit of a favorable context is
always a PLUS
a. the specific environment, circumstances
and conditions in which leadership occurs
b. If you are the effective leader, you will
recognize that leadership is not a
‘one-size-fits-all’ approach; there’s no
absolute formula to solve things or solve
problems in which as a leader, you have be
context-aware; you have to be flexible,
responsive and strategic in addressing the
unique challenges and opportunities of the
organization
FOUNDATION ➔ Trust
● Without trust, it is challenging for a leader to gain the
confidence and support of their followers
● it is never that easy to trust a leader; you have to
EARN it
● How do we earn the trust of the people?
○ Building honesty, integrity, consistency and
the ability to keep promises
○ As soon as you earned the trust of the
people–you can use it as an influecne to
inspire, guide
BOTTOMLINE ➔ Influence
PRICE TAG OF LEADERSHIP ➔ Self-discipline
MOTIVATION
● The process of stimulating people to actions to
accomplish the goals
TWO TYPES
● Intrinsic: personal satisfaction of the work itself
● Extrinsic: rewards linked to job performance (not
sufficient in the long run)
Made by Miguel Astronomo
HIERARCHY OF NEEDS by ABRAHAM MASLOW
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Physiological needs - for survival
Safety needs - physical safety, financial security,
health and wellbeing and stability
Belongingness and love needs - social needs
[interpersonal relationships]
Estem needs - individuals need self esteem and
recognition from others
Self actualization - our desire to become the best
version of ourselves and our full potential
○ Personal growth, creativity, autonomy and
purpose
ERG THEORY by CLAYTON ALDERFER
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Existence: material requirements for survival
Relatedness/Relationships: people's desire for social
support, interpersonal relationships, and favorable
recognition
Growth: intrinsic desire to use and develop one's
talents
MCCLELLAND'S NEEDS (THREE NEEDS THEORY) by DAVID
McCLELLAND
1
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Achievement: drive to accomplish things
Affiliation: desire to be liked by others and receive
social approval and close interpersonal relationships
Power: desire to influence or control other people
TWO-FACTOR THEORY by FREDERICK HERZBERG
The goal of this design is to reduce monotony and
increase variety in the work - so employees are
efficient in working
➔ Leads to higher job satisfaction and motivation
2.
JOB ENRICHMENT
➔ Redesigning jobs in a way that increases the
opportunities for the worker to experience feelings
of responsibility, achievement, growth, and
recognition.
➔ Make the job more challenging and fulfilling by
proving employees with opportunities for skill
development, greater autonomy in decision making,
and a sense of ownership over their work
3.
JOB ROTATION
➔ Moving a trainee from department to department
to broaden his or her experience and identify strong
and weak points to prepare the person for an
enhanced role with the company
➔ Periodically moving employees from position to
position through different roles within the
organization
➔ This provides employees a broader prospective of
the organization; this would prevent job stagnation
or burnout –employees are not bored
GOAL-SETTING THEORY by EDWIN LOCKE
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Specific and challenging goals along with appropriate
feedback contribute to higher and better task
performance.
Goals indicate and give direction to an employee
about what needs to be done and how much efforts
are required to be put in.
EQUTY THEORY by JOHN STACEY ADAMS
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BLAKE-MOUTON’S MANAGERIAL GRID
calls for a fair balance to be struck between an
employee's inputs (hard work, skill level, acceptance,
enthusiasm, and so on) and an employee's outputs
(salary, benefits, intangibles such as recognition, and
so on)
employees are not motivated, both in relation to
their job and their employer, if they feel as though
their inputs are greater than the outputs
EXPECTANCY THEORY by VICTOR VROOM
Motivation is influenced by an individual’s belief that their
effort will lead to performance, which will lead to outcomes
which are valuable to them.
● The effort put forth on a task will be determined by
the value the person places on the task and on the
belief that he or she can perform the task
● Explains why some people do the minimum
necessary while others give their all
JOB DESIGN
refers to the process of structuring and organizing
tasks, responsibilities, and roles within a job or
position
● with a proper job design, it can significantly impact
employees’ motivation, engagement and overall
satisfaction
THREE COMMON APPROACHES TO JOB DESIGN
1. JOB ENLARGEMENT
➔ Assigning workers additional same level activities,
thus increasing the number of activities they
perform.
➔ Expanding the scope of a job by adding tasks or
responsibilities at the same level of skill and
responsibility
●
Made by Miguel Astronomo
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Serves as a tool for leaders and maangers to assess
their leadership style and identify areas for
improvement
Emphasizes the concern for production and concern
for people
Concern For Production - x-axis
○ Leaders focus on achieving organizational
goals,
task
accomplishment
and
productivity
○ example: Leaders who score on this
dimension are task-oriented, results-driven,
they prioritize achieving the objectives and
meeting deadlines
Concern For People - y-axis
Country club management (1,9)
2
leader lays more emphasis on the personal
needs of the subordinates and give less
attention to the output
and
comfortable
working
○ friendly
environment
Task/produce-or-perish management (9,1)
○ leader is more concerned with the
production and lay less emphasis on the
personal needs of his subordinates
○ the output in the short run may increase
drastically, but there could be a high labor
turnover
Impoverished management (1,1)
○ minimal concern for both the people and
production (laissez- faire)
○ function merely to preserve their jobs and
seniority
Team management (9,9)
○ most effective leadership style wherein the
leader takes both people and production
hand in hand
Middle of the road (5,5)
○ leader focuses on an adequate performance
through a balance between the work
requirements and satisfactory morale • the
organization land up to an average
performance
JOB SATISFACTION
the degree to which individuals feel positively or
negatively about their jobs
Common causes of job dissatisfaction (Forbes)
○ Micromanagement: no autonomy
○ Lack of progress: employees want to feel
the work matters
○ Job insecurity: unstable companies
○ No confidence on leaders
○ Lack of recourse for poor performance
○ Poor communication
○ Unpleasant coworkers
○ Boredom: no fulfillment
FRAMEWORK OF JOB DISSATISFACTION
Exit: leaving the organization
Voice: active and constructive attempt to improve
conditions (discussions, suggestions, union activity)
Loyalty: passively but optimistically waiting
(speaking up and trusting the management)
Neglect: passively allows conditions to worsen
(absenteeism, lateness, reduced effort, increased
errors)
COMMUNICATION
Collection and management of information from one
or more sources and the distribution of that
information to an audience
COMMUNICATION BARRIERS
Filtering
○ Planned operation of information to make it
more favorable to the receiver
○ individuals want to protect themselves
Selective perception
○ Receiving communication is selected by the
receiver depending on their background,
experience, needs, or motivation
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Made by Miguel Astronomo
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Information overload
○ The receiver can't understand the message
to the massive amount of information
Emotions
○ The emotions of the receiver during the
relay of information can affect the
transmission (happy, sad, afraid
Language
○ Words have different meanings to different
people (cultural background)
Physical barrier
○ Noise, distance, improper time
Personal barrier
○ Attitude of superiors, ignoring the juniors,
poor listening skills, egotism
IMPROVING COMMUNICATION
2-way channel
○ involves a dialogue between the sender and
receiver
Clarity of the message
Speed of transmission
Positive attitude
Open mind
Effective listening
Mutual understanding
Effective feedback
3
LABORATORY MANAGEMENT
MIDTERMS TOPIC 5. CONTROLLING
Lecturer/s: Ms. Angela Dela Peña, RMT, Mr. Christian John Villahermosa, RMT, MSMT
FULL TRANSES MASTERLIST: https://bit.ly/masterli_st
CONTROL PROCESS
○ Example: rent
➔ Note: the goal is to produce as much as possible from fixed
costs to achieve economic scale
● One-time operating costs
○ One-time use only; once used, the item has
no further value
○ Reagents, electricity, disposable pipets,
salary expense
● Capital items
○ Have a useful life greater than one
production cycle
○ Must have a useful life of longer than 1 year
○ Example: machines
○ Note: with time, capital items lose their
value (depreciation)
EQUIPMENT COST PER TEST
● Costs associated with a test procedure
TYPES OF CONTROL
Where:
E: cost of equipment
L: useful life of the equipment
M: annual maintenance cost
A: annual test performed
EXAMPLE
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DEFINING AND IDENTIFYING COSTS
Direct costs
Expenses that can be easily be traced
○
directly to an end product
Reagents, consumables, time of the
○
MedTech
Indirect costs
○ Not directly related to a billable test but are
necessary for its production
○ Proficiency testing, utility expenses
Variable costs
○ Change proportionately with the volume of
tests
○ Example: reagent costs (the more reagent
you use, the more you spend)
Fixed costs
○ Do not change with the volume of tests
performed
Made by Miguel Astronomo
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Machine A costs PHP 750,000 with a useful life of 5
years. It can perform up to 5,000 tests a year and has
a maintenance cost of PHP 50,000 annually. How
much is the equipment cost per test?
Answer: PHP 40
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BREAKEVEN POINT
The production level at which total revenues equal
total expenses
Determining the breakeven point
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r: revenue/test
v: variable cost
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x: breakeven point
f: fixed cost
c: net income (0)
EXAMPLE
Given the following:
● R: PHP 20/test
● V: PHP 10
● F: PHP 280
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20×= 10× +280 +0
20x-10x= 280
10х= 280
x= 28
28 tests to reach the breakeven point
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PAYBACK PERIOD
The length of time required for an investment's net
revenue to cover the cost of the initial investment
EXAMPLE
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Price of the machine: PHP 870,000
Annual income of the machine: PHP 1,400,000/year
= : 0.62 year or 7.5 months or 224 days (given1 month=30
days)
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INFORMATION MANAGEMENT
Application of management techniques in the
collection, communication, processing, and
preservation of data or information
Management of data: both incoming and outgoing
patient information
May be paper-based, computer-based, or a
combination of both
REMEMBER
● data, in particular test results, are the final product of
the laboratory
● Need: effective information management system in
place in order to achieve accessibility, accuracy,
timeliness, security, confidentiality, and privacy of
patient information
LABORATORY INFORMATION SYSTEM
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● HOSPITAL INFORMATION SYSTEM
LIS is part of HIS
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UNIQUE IDENTIFIERS
Patient identifiers: unique identifiers upon admission
to be used upon the duration of the hospital stay
○ A patient may get a new number every
admission or a permanent number may be
assigned to the patient to be used in every
admission
● Sample identifiers
○ For tracking in the laboratory; the unique
number will need to be used on all aliquots
of the sample, on the request form, the
laboratory register or log, and the result
sheet
○ Example: 0405130047
○ Sample # 47 received on April 5, 2013
TEST REQUEST FORMS, LOGS, AND WORKSHEETS
● Standardize the test form: should indicate all
information that needs to be provided when ordering
and submitting a test request, and sufficient space
for recording the information
● Ensure the request form is completed
● Easy for errors to occur
○ Manual transfer of data from forms to logs,
keyboard electronic entry, or transcriptions
from worksheets to reports
○ Suggestion: 2 people must review the data
for accuracy
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ELEMENTS TO CONSIDER
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unique identifiers for patients and samples
standardized test request forms (requisitions)
logs and worksheets
checking processes to assure accuracy of data
recording and transmission
protection against loss of data
protection of patient confidentiality and privacy
Made by Miguel Astronomo
effective reporting systems
effective and timely communication
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REPORT SYSTEMS
Product of the laboratory: test results
should provide all information needed by the health
care provider or the public health official using the
data, and include any comments that are appropriate,
such as "sample hemolyzed" or "repeat sample."
COMMON PROBLEMS
incomplete data for test interpretation, or
insufficient or illegible identification
forms that are inadequately designed to meet
laboratory and client needs
standardized forms prepared by others may not be
suitable for all laboratories
inability to retrieve data due to poor archiving
processes or insufficient backup of computerized
information
poor data organization, which may hinder later data
analysis efforts to meet research or other needs
incompatibility between computerized information
systems and equipment or other electronic systems,
resulting in problems with data transmission
MANUAL PAPER-BASED SYSTEMS
Financial constraints may require that a laboratory
use a manual, paper-based system for all its
information management
Samples: manual registers, logbooks, and worksheets
practical to use and easy to complete
make it easy to find the data
make summarizing data and writing reports easier
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DATA ENTRY
In manual entries, it is important to emphasize to
staff that all data entry must be complete.
A computerized system usually requires
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that all "essential fields" contain data, but in
handwritten records there is no check on
this point.
LEGIBILITY AND HANDWRITTEN REPORTS
Illegible writing may be a problem, but it must be
addressed; emphasize to employees the importance
of legibility
When handwritten reports are issued, the laboratory
needs a copy for its files or archives. Not having an
exact copy of the report can lead to later problems, if
errors in transcription occur.
STORING PAPER-BASED MATERIALS
keep everything, but develop a system for when and
how to discard (for example, after the appropriate
established retention time, shred records to maintain
patient confidentiality)
ensure easy access to information by those who need
it
use a logical system for filing
use numbers to help keep things in chronological
order
use a storage area that will protect against water,
fire, humidity, and vermin as much as possible
COMPUTERIZED LIS: ADVANTAGES
Error reduction
Quality control management
Provisions of options for data searching
Access to patient information
Generate reports
Ability to track reports
Ability to track and analyze trends
Improved capability for maintaining patient
confidentiality
Financial management
Integration with sites outside the laboratory
Manufacturer-provided training
COMPUTERIZED LIS: DISADVANTAGES
Training
Time to adapt to a new system
Cost (buy or rent a license)
Physical restrictions
Need for back-up systems
KEY STEPS ON LAB INFORMATION FLOW
Register patient: patient record (ID#, name, sex, age)
must be created in LIS before tests can be ordered;
the LIS receives these data when the px is admitted
Order tests: the physician enters the test in the HIS
and sends to the LIS
Collect sample: use barcode
Receive sample: scan barcode on the sample
containers
Run sample: the analyzer will scan and read the
barcode
Review results
Release results: transmitted to the HIS
Report results: physician views the result on the HIS
Made by Miguel Astronomo
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