SUBJECT: LABORATORY MANAGEMENT

TOPIC: MANAGEMENT

MANAGEMENT

• “Working with and through people to Top Managers

accomplish a common mission” • Laboratory directors, chief executive
• Five Conditions: officers (CEOs), chief financial
o Mission/Goal officers (CFOs), chief information
o Leaders with authority officers (CIOs).
o Resources • The executive level
o Responsibility • Guides and controls the overall
o Accountability fortunes of a business
• “The process of coordinating and • First-line or supervisory
implementing these five conditions” management

Middle Managers
PROFESSIONAL MANAGER • Operations managers, division
heads
• A person employed to manage
someone else’s business • Conduit between top management
and first-line management, focus on
specific operations, products, or
ROLES OF A MANAGER customer groups within a business.

People – as a person with talent and First-line Managers

knowledge
• Supervisors, team leaders, chief
• “natural leaders” technologies
• “born organizers” • Works directly with the people who
• Managers are made, not born produce and sell the goods and/or
the services of a business;
Servant • They implement the plans of middle
• Instrumentality management
• Act as servants as they provide the SKILLS OF A MANAGER
means for the staff to meet the
needs of their patients and customer Organizational Skills

Representative • Determine a manager’s ability to see

the organization as a unified whole
• Most important function
and to understand how each part of
THE MANAGEMENT HIERARCHY the overall organization

1. Top Management Conceptual Skills

2. Middle Management • Greatest importance to top
3. First-line Management management

H A N N
People Skills

• Understanding basic human needs

and work motivation
• “include the ability to communicate
with, motivate, and lead employees
to complete assigned activities”
• Interpersonal Skills
• Importance to middle managers

Financial Management Skills

• Effective use of and accounting for

the monetary assets of the company
MAJOR MANAGEMENT THEORIES
Decision Making
Scientific Management
• The ability to identify a problem or
an opportunity, creatively develop - Attempts to apply a systematic or scientific
alternative solutions, select an approach to the study of organizations
alternative, delegate authority to • Henri Fayol – first introduced the
implement a solution, and evaluate concept
the solution. o Management should be an
Technical Skills orderly process of tasks and
duties of which planning was
• Involve the synthesis of the first the most important
three skills and the management of • Frederick W. Taylor – father of
the physical resources into the scientific management
operational parameters o Broke down each task into
• The manager’s ability to understand segment that could be
and use the techniques, knowledge, analyze in ways to improve
tools and equipment of a specific efficiency
discipline or department • Frank Gilbreth and Lilian Gilbreth
• Important for first-line managers – method analysis
o Basis of performance
ORGANIZATIONAL CHART
standards

Bureaucracy Management

- Examines the organizational aspects of

the company and its workflow to explain
how institutions function and how to improve
the structural process

- Characteristics relate to rules, regulations,

impersonality, and division of labor.

H A N N
 • Adam Smith ✓ Organizing
o Introduce the concept of ✓ Directing
specialization ✓ Controlling
o Father of modern economics

Behavioral Science

- Focuses on the performance and

interaction of people within the
organizations

- Concepts of psychology and sociology

• Elton Mayo
o Helped to lay the foundation
for the human relations
movement
o Was known for his industrial
research including the
Hawthorne Studies
• Douglas McGregor – developed
assumptions on the basic nature of
man
o Best known for his Theory X
and Theory Y

System Analysis

- An outgrowth of management science

- Views the organization as a continuous

process interacting within itself and its Planning
environment
• The thinking and analyzing of the
- Use by researchers who rely heavily on
portion of the management process
mathematical models, scientific
• “is the process of anticipating future
methodology and computer simulation to
events and conditions and
investigate management problems
determining courses of action for
achieving organizational objectives”

THE MANAGEMENT PROCESS Organizing

• A continuum of functions that the • Consists of grouping people and

manager must perform to ensure the assigning activities so that job tasks
smooth operations of an and mission can be properly carried
organization. out
• Four Main Functions: • Two Dimensions:
✓ Planning

H A N N
 1. Formal hierarchy of work groups, CONTROLLING FUNCTION
job assignments and lines of
authority
2. Network of informal relationships
that forms in any organizations.

Staffing

• Involves selecting, placing, training,

developing, compensating, and
evaluating (the performance
appraisal) employees

Directing

• Most visible of all management

functions
• Managerial function that initiates
action: issuing directives,
assignments, and instructions;
building and effective group of
subordinates who are motivated to
do what must be done; explaining
procedures; issuing orders; and
making sure that mistakes are
corrected
• Human – factor stage

Controlling

• Process of checking up on the

priorities established in the previous
three managements
• “the process of evaluating and
regulating ongoing activities to
ensure that goals are achieved.
• Measurement of the feedback
mechanism of setting objectives

H A N N