LABORATORY

MANAGEMENT
DR. CLEOCITA PARILLA

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LEARNING OBJECTIVE:

■ To understand the concept of management.

■ To know the major theories of management.
■ To learn the attributes, roles management skills of
manager.
■ To learn about the levels of management.
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LABORATORY
Plays an important role in the health care system.
Provides vital information to the physician or health care professionals
Detect disease or predisposition
Confirm or reject a diagnosis
Establish prognosis
Guide patient management
Monitor efficacy of therapy

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Management:

■Process of working with people and

resources to accomplish the goal of
organization.
■Goal is achieved in an effective and
efficient manner thru planning, organizing,
leading and controlling the resources.
■Resources: manpower,
financial,
machines/equipment and
 supplies.

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ULTIMATE TARGET: ENHANCE
THE ORGANIZATIONAL
PRODUCTIVITY AND
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 EFFECTIVE VS EFFICIENT:
Efficiency is doing the thing right.

Effectiveness is doing the right thing.

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EFFECTIVE VS EFFICIENT:
■ BOTH means “CAPABLE OF PRODUCING RESULT”
■ Effective means "producing a result
that is wanted".
■ Efficient means "capable of producing
desired results without wasting materials,
time, or energy".

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Efficiency is important.
Effectiveness is absolutely critical.

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Major Theories of Management:
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Scientific Management Theory:
■ Frederick Taylor proposes that working hard is not a determining
factor for improving business goals. Instead, tasks can be
simplified systematically to meet goals.
1. Science, Not Rule of Thumb – Finding an objective approach
to complete a job, through constant experimentation
2. Harmony, Not Discord – Creating a positive atmosphere
for employees and employers
3. Cooperation, Not Individualism – Both managers and
employees should be involved in deciding and determining
standards.
4. Development of each Individual’s Efficiency & Prosperity – From
the moment the employee is hired, they should be put into training
and development. Work should be allocated based on their skills and
interest.
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Bureaucratic Management Theory
■ Developed by German sociologist, Max Weber, where is it based on the
systematic formation of an organisation that bases itself on efficiency.
■ relates to the formal hierarchy in which many tasks are delegated
to individuals and departments.
■ quite popular, and is used by a host of both private and
public institutions.
■ has a hierarchical structure along with the specialized
departments, making a clear outline for division of labour,
which is the defining and break-down of work into well-defined
tasks, and delegated to be manageable.
■ The idea of division of labour is a key factor in the bureaucratic
theory.

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Behavioral Management Theory
■ also known as the social science movement.
■ uses the concept that all approaches to the workplace should
be in the best interest of both company and workers.
■ The idea of this theory is about understanding the idea
that managers should comprehend human or worker
needs within an organization.
■ The Hawthorne experiment essentially used special
privileges, pay rewards, even company provided lunches in
ways to increase employee psychological well-being, and
eventually employee productivity.

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Human Relations Theory
■ Mary Parker Follet developed this theory with regard to employees
having a more satisfying life, and they can solve conflicts through a
process of democracy and conversation.
■ Human relations theory allows employees to develop a sense of self-
awareness to understand their places within a company and their
influence.

1. Listening to each other’s views

2. Accepting other view points
3. Integrating viewpoints in pursuit of a common goal
4. Coordinating must be achieved in the early stages
5. Coordinating must have reciprocal understanding
6. Coordinating is a continual process.

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An effective laboratory
management requires
leaders to provide
direction and managers
to get things done!
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An effective management can be defined as the competence of getting things done efficiently and effectively with and

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Effective management:
■Set goals and deadlines for their employees and
ensures that the goals are achieved in the
decided period.
■ Makes accurate financial forecasts about the upcoming
projects and makes sure that the expenses don’t exceed
the budget limit.
■ Making the effective use of resources available in the
organization is also an important. No resource is being
wasted and is used properly.

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■ Organizes the work efficiently. They align assignments in such a
way so that all the works are completed in time to avoid any
delay.
■ The management’s role is to establish coordination among
the employees and establish communication among the
upper management and the organization’s workers.
■ The function of effective management is to help employees
upgrade their skills and to arrange training sessions for them
from time to time.
■ Effective management doesn’t only mean getting work done
from employees but also encouraging them to develop creative
and innovative ideas.
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Leadership is a pattern of behaviors used to engage others to complete tasks

One model of leadership describes four key leadership styles:

Supporting
Directing
Delegating
Coaching.

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 Effective leadership is the ability to guide, inspire, and
influence others to achieve common goals and drive
organizational success. It involves a combination of skills,
including clear communication, strategic thinking,
emotional intelligence, and the ability to motivate and
empower team members.

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 Emotional Intelligence (EI) is the ability to manage both your own emotions and understand the emo

Five key elements:

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EFFECTIVE COMMUNICATION:

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 Clear communication ensures that messages
are understood without any confusion or
misinterpretation.
 Concise communication eliminates
unnecessary words and gets straight to the
point.
 Consistent communication establishes a reliable
flow of information, allowing for effective and
smooth interactions.
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STRATEGIC PLANNING:

■ The process of formulating idea to achieve a

long term objective.
■ Strategic planning is an organization’s process of
defining its strategy, or direction, and making
decisions on allocating its resources to pursue
this strategy.
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Why do we need it?
• To set directions and priorities
• To get everyone on the same page
• To simplify decision-making
• To drive alignment
• To communicate the message

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 you need to know
where you are
before you can plan
where to go
This is the top level
strategy for
company wide
actions that need to
be taken to get
where you want to
go

Plans to execute the strategy; this is

Evaluate sustainability; this stage usually comes after the stage where you fill in the
strategy execution has been ongoing for a while. Determine “bones” of your strategy with real
how well it’s going, and if there are places that need to be “meat” and figure out who in the
tweaked to better execute your high level strategy: Do that. company needs to be doing what to
“No plan survives conflict with the enemy”, as Moltke execute your planning.
would say, and in this case your enemy is your own
company.
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Top Management:
■ It consists of board of directors, chief executive or
managing director.
■ The top management is the ultimate source of authority and it
manages goals and policies for an enterprise. It devotes more time
on planning and coordinating functions.

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The role of the top management can be summarized as follows:

a. Top management lays down the objectives and

broad policies of the enterprise.
b. It issues necessary instructions for preparation of
department budgets, procedures, schedules etc.
c. It prepares strategic plans & policies for the enterprise.
d. It appoints the executive for middle level i.e. departmental
managers.
e. It controls & coordinates the activities of all the
departments.
f. It provides guidance and direction.
g. The top management is also responsible towards the
shareholders for the performance of the enterprise.

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Middle Level Management:

■ The branch managers and departmental managers constitute

middle level. They are responsible to the top management for
the functioning of their department. They devote more time to
organizational and directional functions.

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Function
s:
a. They execute the plans of the organization in accordance with the
policies and directives of the top management.
b. They make plans for the sub-units of the organization.
c. They participate in employment & training of lower level management.
d. They interpret and explain policies from top level management to lower
level.
e. They are responsible for coordinating the activities within the division or
department.
f. It also sends important reports and other important data to top
level management.
g. They evaluate performance of junior managers.
h. They are also responsible for inspiring lower level managers towards better
performance.
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Lower Level Management:
■ Lower level is also known as supervisory/operative level
of management. It consists of supervisors, foreman,
section officers, superintendent etc.
■ They are concerned with direction and controlling function of
management.
■ Supervisory management refers to those executives whose
work has to be largely with personal oversight and direction of
operative employees”.

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a. Assigning of jobs and tasks to various workers.
b. They guide and instruct workers for day to day activities.
c. They are responsible for the quality as well as quantity of production.
d. They are also entrusted with the responsibility of maintaining good relation in
the organization.
e. They communicate workers problems, suggestions, and recommendatory
appeals etc to the higher level and higher level goals and objectives to
the workers.
f. They help to solve the grievances of the workers.
g. They supervise & guide the sub-ordinates.
h. They are responsible for providing training to the workers.
i. They arrange necessary materials, machines, tools etc for getting the
things done.
j. They prepare periodical reports about the performance of the workers.
k. They ensure discipline in the enterprise.

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