LAB MANAGEMENT

Management

• working with and through people

  • Organizing and Controlling of the affairs of a business/sector to accomplish a “common mission“

• Art of getting things done through people

• Provides the “Road” to get there

Planning

Organizing

Directing 

Controlling

The phases of management process are:

A. Types of plans

B. SWOT Analysis

C. Formulating goals

D. Writing Objectives

Under PLANNING (Initial Phase)

Short range or tactical plans

UNDER TYPES OF PLANS:

• 1-5 years of planning

Operational planning

UNDER TYPES OF PLANS:

• 1 year budget plan

Strategic planning

UNDER TYPES OF PLANS:

• Long term planning (20 years)

Strength & Weakness

UNDER SWOT ANALYSIS:

• Indicates Internal Effects in the SWOT analysis

Opportunities & Threats

UNDER SWOT ANALYSIS:

• Indicates External Effects in the SWOT analysis

Goal

• General statement of the purpose of the organization

• May not be strictly measurable or tangible

• Long Term

• Purpose toward which an endeavor is directed

Principle: Ideas

Plan: Broad

Action: Generic

Objective

• Specific and measurable statement of the purpose of the organization

• Must be measurable and tangible

• Short Term

• One’s efforts or actions are intended to attain or accomplish; target

Principle: Facts

Plan: Narrow

Action: Specific

Planning

FUNCTIONS OF ?

• Identify goals

• Evaluate current situation

• Establish time frame

• Set objectives

• Forecast resources

• Implement plan

• Obtain feedback

Organizing

• Gathering the needed resources and people 

• Develop an organizational structure to put the formal plan into action

• Called “Staffing”

FUNCTIONS OF ?

• Formal Hierarchy

• Informal relationship

Directing

• Leading

• Persuading employees to perform the tasks that helps the organization accomplish its mission and goals

• Leading in achieving the day to day tasks necessary to implement the management plan and ensure a smooth — running facility

FUNCTIONS OF ?

• LEADERSHIP

• Time allocation

Controlling

• The process of monitoring the standards measurements and Feedback mechanism that were set in place to ensure implementation of the management plan

FUNCTIONS OF ?

• Instructions

• Follow - up

• Modifications

Scientific Approach

Bureaucratic Approach

Behavioral Approach

System Analysis Approach

What are the different Management Approach?

Scientific Approach

Under MANAGEMENT APPROACH:

• Systematic

• Applies cause and effect analysis

• Phases of Management

Bureaucratic Approach

Under MANAGEMENT APPROACH:

• Examines the organizational aspects of the company and its workflow to explain how Institution functions and how to improve their structural process

• Rule Centered

Behavioral Approach

Under MANAGEMENT APPROACH:

• Performance and Interpersonal Approach

• Utilizes Psychology and sociology

System Analysis Approach

Under MANAGEMENT APPROACH:

• Continuous process of interacting itself and environment

• Organization as a OPEN SYSTEM

Conceptual skill

Human skill

Financial skill

Technical skill

What are the different Skills of a Manager?

Conceptual Skill

SKILLS OF A MANAGER (Robert Katz):

• Conceptualize and apply the management process, systematize workflow, make decisions and communicate with co-workers

Human Skill

SKILLS OF A MANAGER (Robert Katz):

• Understands the basic theories of human needs and work motivation

Financial Skill

SKILLS OF A MANAGER (Robert Katz):

• Effective use of accounting for the monetary assets of the company

Technical Skill

SKILLS OF A MANAGER (Robert Katz):

• Involves the synthesis of the first three skills and the management of physical resources into the operational parameters

Exploitative - Authoritative

Benevolent - Authoritative

Consultative

Participative

What are the different Management Styles?

Exploitative - Authoritative

Under MANAGEMENT STYLES:

• Decision making is done in the upper echelons of the organization

• Manager has no confidence or trust in subordinates

• Uses Fear and Threats

Benevolent - Authoritative

Under MANAGEMENT STYLES:

• Master - Servant Relationship

• Flow of info upwards is restricted to “What superiors want to hear”

Consultative

Under MANAGEMENT STYLES:

• Allows employees to have a view and they are allowed to voice their opinion

• Idea is to create a sense of an open - door policy, without being a true open door

Participative

Under MANAGEMENT STYLES:

• There is a collaborative teamwork and an open communication between the manager and the subordinates

Respondent Superior

Principles of Leadership:

• Under Command Responsibility

  • Manager and Staff are accountable

Respondent Inferior

Principles of Leadership:

• Command Responsibility

  • Only the staff concerned is accountable

Unity of Command

Principles of Leadership:

• This is under ?

  • One Boss

McGregor Theory

Tannenbaum and Schmidt Theory

Blake and Mouton Theory

Fiedler Theory

Hersey - Blanchard Theory

What are the different Theories?

McGregor Theory

What Theory?

• Collective decision making/responsibility

• Flexible schedule, Job Security Worker Concern (Ouichi)

Theory X

under MCGREGOR THEORY:

• Lazy, work for salary

• Avoidance of Responsibility

Theory Y

under MCGREGOR THEORY:

• Hardworking, Self Motivated

Theory Z

under MCGREGOR THEORY:

• Self Controlled, Quality of Work

Pygmalion Effect

• People Tend to act in a way they are expected to act by their leaders

Tannenbaum and Schmidt Theory

What Theory?

• Styles can be plotted on a continuum from authoritative to democratic

Blake and Mouton Theory

What Theory?

• Based on concern for people and production

Impoverished Management

under BLAKE & MOUTON THEORY:

• Low concern for People and Production 

LPP

Authority - Compliance

under BLAKE & MOUTON THEORY:

• Low concern for People but High concern for Production

LPHP

Middle of the road Management

under BLAKE & MOUTON THEORY:

• Medium concern for People and Production

MPP

Country club Management

under BLAKE & MOUTON THEORY:

• High concern for People but Low concern for Production

HPLP

Team Management

under BLAKE & MOUTON THEORY:

• High concern for People and Production

HPP

Fiedler Theory

What Theory?

• Indicates that the styles used by the leader may vary according to the situation

• Very favorable or very unfavorable situation requiring a TASK ORIENTED leader

• Moderately favorable or unfavorable situation requiring a RELATIONSHIP - ORIENTED leader

Relationship - Oriented Leader

under FIEDLER THEORY:

• Wants to be liked and get along well with subordinates

• Getting the job done is the second priority

Task Oriented Leader

under FIEDLER THEORY:

• Wants high performance and accomplishment of all tasks 

• Getting the job done is the first priority

Hersey - Blanchard Theory

What Theory?

• Four Leadership situations according to the levels of maturity of the subordinates

  • Employee is new to the job

  • Employee has mastered some of the job but needs supervision

  • Employee has mastered the job but needs verification

  • Employee has mastered the job and is confident

Supportive Leader

WHAT KEY STYLE:

• Provides the physical and personal resources for an individual to accomplish his duties

  • Offers flexibility and encourages creative problem solving

Directive Leader

WHAT KEY STYLE:

• Presents rules, orders or other defines instructions to the individuals

• Offers concise and detailed instructions on how to complete a task

Coaching Leader

WHAT KEY STYLE:

• Provides high support and direction

Delegating Leader

WHAT KEY STYLE:

• Provides low support and direction

Autocratic Style

WHAT LEADERSHIP STYLE:

Self Centered

• Makes decision without the consultation of subordinates

• The manager’s way is the best and employees need to not think of another way to complete the task

• This inhibits employees from thinking for themselves

• Employees lose interest and initiative

Democratic Style

WHAT LEADERSHIP STYLE:

Shared Authority

• Employees take part in decision making

Bureaucratic Style

WHAT LEADERSHIP STYLE:

Structure Oriented

• Exercise of control on the basis of knowledge

• Focuses on rules and regulation set by the hierarchy of authority

Laizzes Faire Style

WHAT LEADERSHIP STYLE:

Permissive Type

• Delegating Leadership

• Poor Type of Leadership Style

• Leaders have a backseat role in the company

• The employees (experts) are allowed to decide on their own

Charismatic Style

WHAT LEADERSHIP STYLE:

Attraction seeker

• Leaders encourage certain behaviors in others by force of personality, persuasion and eloquent communication

Management of Change

• Comprehensive, cyclic and structured approach for transitioning individuals, groups, and organizations from the current state to a future state with intended business benefits

First Order of Change

CATEGORY OF CHANGE:

• Procedures 

  • Recipient - Modification in how work is done 

• Minor Difficulty

• Reversible

Length of Initiative

• SHORT

Second Order of Change

CATEGORY OF CHANGE:

• Policies 

  • Recipient

• Moderate Difficulty

• Irreversible

Length of Initiative

• MEDIUM

Third Order of Change

CATEGORY OF CHANGE:

• Values

  • Recipient

  • Governing Results

• Very Difficult

• Irreversible 

Length of Initiative

• LONG

Formulate

Plan

Implement

Manage

Sustain

What is the Process of Change?

Universal Precautions

Universal or Standard Precautions?

• Treat all as infections

Lab Information System

• Network of computers

• Incorporate all aspects of the informational needs of laboratory and its costumers

• from the intake of requests and processing of workflow to the delivery of results

Hardware

COMPONENTS OF COMPUTER:

• Physical components of the computer

  • Input

  • Output

  • Storage

Software

COMPONENTS OF COMPUTER:

• Instructions in human language into machine language

Laboratory Information

• Collection and integration of various pieces of hardware and software and the human resources that meet data collection, storage, processing and report generations needs of an organization

Network

• The set of interconnected computers that through hardware and software technology work cooperatively for the purpose of information and application program exchange

Standard Precaution

Laboratory Safety:

• This is the combination of Universal Precaution + Body Isolation Procedures

Chain of Infection

A continuous link to understand on how microorganisms are transmitted

Infectious Agent

CHAIN OF INFECTION

These are Examples of:

• Bacteria

• Fungi

• Parasites

• Viruses

Reservoir

CHAIN OF INFECTION

These are Examples of:

• Animals

• Arthropods

• Insects

• Fomites

• Plants

• Environment

• Blood

• Human

• Body Fluids

Portal of Exit & Entry

CHAIN OF INFECTION

These are Examples of:

• Nose

• Mouth

• Mucous membranes

Mode of Transmission

CHAIN OF INFECTION

These are Examples of:

• Droplet 

• Airborne 

• Contact

• Vector 

• Vehicle

Airborne/Aerosol

under MODE OF TRANSMISSION:

1. Centrifugation of unstoppered tubes

2. Heating cultures of specimens too rapidly

3. Sterilization of inoculating loops in the bunsen burner flame

4. Leakage from a container that holds contaminated specimens

5. Broken Centrifuge and spills

Ingestion

under MODE OF TRANSMISSION:

1. Failure to wash hand

2. Eating

3. Drinking

4. Smoking

5. Applying cosmetics during work

6. Pipetting by mouth

Direct Inoculation

under MODE OF TRANSMISSION:

1. Needlesticks

2. Broken glass

3. Animal bites

4. Small scratches

Mucous Membrane

under MODE OF TRANSMISSION:

• Occurs if the organism can directly enter through the mucous membranes (e.g. conjunctiva of the eye)

Vector

under MODE OF TRANSMISSION:

• Sources includes ticks, fleas, and mosquitos, which may harbor various microorganism

Susceptible Host

CHAIN OF INFECTION

These are Examples of:

• Patients

• Elderly

• Newborns

• Immunocompromised

• Healthcare workers

Personal Protection in the laboratory

• Wear long sleeved gowns with closed fronts or long sleeved lab coats that are buttoned closed while in the laboratory

• Wear lab coats inside the lab only

• Reusable cloth or disposable gowns/coats may be used

Donning of PPE

DONNING OR DOFFING OF PPE?

• Gown → Mask or Respirator → Goggles or Face Shield → Gloves

Doffing of PPE

DONNING OR DOFFING OF PPE?

• Gloves → Goggles or Face Shield → Gown → Mask or Respirator

Protective Clothing

• also called as Occlusive Dressing

• Note:

  • Remove all PPE before leaving the laboratory or work area

Hand Hygiene

under HAND PROTECTION

• use of alcohol - basic antiseptic

• Hand washing

• Gloves of proper size and materials must be provided for your protection

  • Use aseptic techniques when putting and removing gloves

  • Wear gloves at specimen receiving areas

  • Do not contaminate clean areas by contact with contaminated gloves

  • Change gloves after contact with each patient

  • Remove gloves before handling telephones, uncontaminated lab equipment, doorknobs

Downward

Wash / Rinsing hands in a ______ position

20 seconds

Soaping of hands thoroughly for at least ____ seconds

Happy birthday song (2x)

What is the Handwashing song

Facial Protection

• Full faced shields made of lightweight transparent plastics are the preferred means of facial protection

• If not available, use fluid resistant mask and eye protection

• Prescription glasses are not adequate  eye protection

Flame

WHAT SYMBOL?

• Flammables

• Pyrophorics

• Self-Heating

• Emits Flammable Gas

• Self-Reactive

• Organic Peroxides

Exclamation Mark

WHAT SYMBOL?

• Irritant (skin & eye)

• Skin Sensitizer

• Acute Toxicity (harmful)

• Narcotic Effects

• Respiratory Tract Irritant

• Hazardous to Ozone Layer (Non-Mandatory)

Gas Cylinder

WHAT SYMBOL?

• Gases Under Pressure

Corrosion

WHAT SYMBOL?

• Skin Corrosion/Burns

• Eye Damage

• Corrosive to Metals

Exploding Bomb

WHAT SYMBOL?

• Explosive

• Self Reactive

• Organic Peroxide

Flame over Circle

WHAT SYMBOL?

• Oxidizers

Environment (Non-Mandatory)

WHAT SYMBOL?

• Aquatic Toxicity

Skull and Crossbones

WHAT SYMBOL?

• Acute Toxicity (Fatal or Toxic)

Diamond Label (NFPA 704)

WHAT SYMBOL?

Blue - Biohazard

Red - Flammability

Yellow - Reactivity

White - Specific Hazard

Reactivity

WHAT SYMBOL?

4 - may detonate

3 - Shock & Heat may detonate

2 - Violent Chemical Change

1 - Unstable if heated

0 - Stable