Laboratory Management Course - Effective Strategies for Success

1. Laboratory Management 240490 Department Biotechnology and Genetic Engineering Philadelphia University Dr. Khaled Al-Qaoud Mr. Marwan Gagaa Dr.Raida Khalil

2. Course Content • Principles of Laboratory Management • Organizational structure • Principles of Leaderships • Management Functions • Problem and Decision Making 1 • Problem and Decision Making 2 • Human Resources Managements • Job analysis and work descriptions • Human Rights • Financial Managements • Cost/Benefit Analysis • Quality Assurance, Performance Testing, and Validation • Analysis of MOH Regulations 1 • Analysis of MOH Regulations 2 • Computer based laboratory information system 1

3. Purpose of LMI is to help scientists become more: Productive Efficient Organized Satisfied Innovative Compliant Safe Successful

4. Why do laboratory errors occur? Inadequate Attention To Detail Understaffed Poor Sample Control Poor Quality Management Poor Results Verification Poor Workload Management Time Pressures Quality Control & Assessment Non-validated Tests

5. 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

6. Organizational Structure • What are the historical influences on organizational structure • Define modules of organization • Propose new structures based on customer/patient needs

7. What is an Organization • 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

8. Organization functions • 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

9. Success of any organization a function of the capabilities of the individuals rather than the way in which they organized.

10. 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.

11. Historical Perspectives • 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

12. The March of Quality Management

13. An Open System perspective • 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

14. Transformation Processes output Input Results And Information to patients And clinics Specimens Test request services What done by Staff and instruments A single cell organismal model ?

15. 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

16. Comparison between open and closed organization systems

17. Congruence model • 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

18. Components of the Congruence model as an open system • 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 results Strategic plan work formal people output Input

19. Some elements of the Clinical Laboratory as Congruence Model

20. 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

21. 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.

22. The functional structure • The functional structure

23. 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.

24. The self-contained unit structure A disadvantage :there can be duplication of resources and expertise.

25. 3.Matrix organizations Take advantage of skills and function. Matrix designs allow departments or areas to simultaneously concentrate on specialized functions and on production.

27. 4- Network structures Are evolving as information technology allows instantaneous access and distribution of data and information.

29. Trends in organizations will be prompted by the requirements for: Efficiency Speed Cost-effectiveness Customer/patient focus.

30. 21st Century Organizational Trends 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 in-formation sharing contribute to a networked approach to organizational structures.

31. 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.

33. Principles of Leadership • Approaches to leadership: • In the first half of the last century, dominated the trait approach • Leader should possess outstanding characters as : • Height, • In the 1950-1960, Ralph Stogdill introduced the behavioral approach • focused on what does rather than what he is • Then the situational contingency approach • the situation is important to explain the leader effectiveness • After 1970, influence approach • it is a social exchange process • present, reciprocal approach • leadership is rational and shared process

34. 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

35. 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

36. Leadership versus Management There are differences between both

37. Attributes for effective Leadership Character: how to be rather than how to act, includes: authenticity, purpose, congruence, compassion 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

38. Attributes for effective Leadership Humility: good listener, and continuous learner Insight: into the realities that exist in and out-side the organization Sense of humor: a good tool to ameliorating stress Emotional intelligence: includes self-awareness, self management, social skills and social awareness Positive self esteem: work selflessly to support people working toward the goal

39. Management Functions • What affect the laboratory management: • 1. size • 2. geographical location • 3. patient/clinic population • 4. Goals of the institution • 5. board that oversees it

40. Basic Functions of Managements Creativity and innovation Vision Assessments Goal settings Planning Controlling Monitoring Outcome evaluation Personnel development Making adjustments Prioritizing Teamwork building Multitasking Directing Leading Organizing Implementing

41. Management function cycle of planning, organizing and controlling phases are embedded the 3 Cs (coordination, communication, and collaboration), which invite participation of all stakeholders.

42. 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.

43. Components of management process • 1-Planning Clarifies the process of achieving organizations goals Data gathering. Assessment. Calculation of risks. Determination of a strategy.

44. 2-Organizing: Identifies the steps needed to implement a successful program • 3-Implementing : puts plans into operation and measure progress

45. Planning What is planning: The management function that clarifies the process of achieving the desired goals of an organization Why Planning essential? • Make advanced rational decision about future • Anticipate and react positively to changes • Analyze information and make improvements • Reduce ambiguity and anxiety among staff

46. 5. Accomplish goals and objectives in a timely and efficient manner 6. Remain competitive and cost effective 7. Be proactive rather than reactive

47. Planning components : • Vision: directional, and motivational guidance. • Mission: Why an organization is being established. • Objectives: key issues within the organizational mission • Goals: Specific, Measurable, Attainable, Rewarding, and Timed.

48. Lab should have Mission statement that is clear and consistent • Establish goals: • To define the mission • Motivate the employee • Helps moving institution forward • Should be challenging but achievable • Visionary but realistic • Supported by resources

49. Organizing Identifies the steps needed to implement a successful program 4 key elements for laboratory organization: • Assays and tasks to be performed • The individual task performers • Teams working together • Physical environment of the working place

50. Organizing answers the following • What has to be done • Who has to do it • How is it going to be done The 3 Cs in organizing • 1. Coordination: the blending of functions- minimize the risk of duplication • 2. Collaboration: the act of working together • 3. Communication: don’t leave gaps for rumor- face to face discussion