BACHELOR OF SCIENCE IN MEDICAL

LABORATORY SCIENCE:
LABORATORY MANAGEMENT LECTURE
COURSE MODULE COURSE UNIT WEEK
1 3 3

Organizing and Staffing

 Read course and unit objectives

 Read study guide prior to online class
 Read required learning resources; refer to unit
terminologies for jargons
 Proactively participate in online discussions
 Participate in weekly discussion board (Canvas)
 Answer and submit course unit tasks

At the end of this unit, the students are expected to:

Cognitive:
1. Describe correctly the characteristics of an organizational system
2. Differentiate the two major types of organizational chart
3. Explain extensively the process of work analysis and job design

Affective:
1. Inculcate importance of a reward system in organizations
2. Listen attentively during online discussions
 3. Demonstrate tact and respect when challenging other people’s opinions and ideas
4. Accept comments and reactions of classmates on one’s opinions openly and graciously.

Psychomotor:
1. Participate actively during online discussions
2. Confidently express personal opinion and thoughts in discussion boards and online chats.

Daft, Richard L. Management 5th ed. Philippines: Thomson Learning, 2002

-10 points of the assessment task will be taken from this reading.

Garcia, Lynne S. Clinical Laboratory Management 2nd ed. LSG and Associates, Santa Monica
California. 2014-10 points of the assessment task will be taken from this reading.

ORGANIZING
 Is a management function that provides the relationship between people and the activities
that they will undertake as to fulfill their organizational objectives.

ORGANIZATION
 Is an entity that results from people joining together in pursuit of a common cause.

ORGANIZATIONAL SYSTEM
 Is defined as self-contained collection of interacting interdependent components, working
together toward a common purpose.

Functions of Organizational System

1. Input Mechanism - The process through which needed resources are acquired and replaced.

 People
 Test request
 Specimen
 Information supplies
 Financial resources

2. Transformation - The internal process whereby resources received through the input channels.

 Test performance
 Personnel
 Instrument
 Expertise
3. Output Mechanism - The process of delivering the goods and services produced to the external
environment.
 Test Result
 Consultation
 Salaries
 Information
 Wastes

Characteristics of Organizations

 Holistic and synergistic with clearly defined boundaries

 Have purposeful activity or primary task
 Develop into hierarchy of system
 Organizations operate as open systems
 Seeks a state of stability and equilibrium
 Self – regulating

Organizational Forces influencing the Manager’s Job

1. External environment of organization

 General economic condition

 Laws and regulations
 National and local customs
 Transportation routes

2. The internal culture of the organization

 History
 Lifestyle
 Images

Organizational Structure

 A process where a group is formed including the lines of communication channeling of

authority, span of control and making decision.

 The type of lab according to ownership, and according to level of service.

Types of Organizational Structures

1. FLAT
 Decentralized structure
 Span of control and authority is widened
 There is participation in the lower level of management
2. PYRAMID
 Centralized structure
 The managers have full control of members

3. BUREAUCRATIC / LINE / HIERARCHIAL

 Oldest and simplest form
 Rule centered structure
 Associated with chain of command
 Downward communication

4. SHARED GOVERNANCE
 Combination of flat and pyramid type

Characteristics of Organizational Structure

 Division of labor
 Chain of command
 Span of control
 Level of management position
 Organizational relationship
 Formal – direct relationship, uninterrupted.
 Informal – dotted line, coordinated relationship.

Forms of Organization

 Formal Bureaucracy (formal groups)

- Lines of authority assigned by the owners of the organization.
- The members of this group know whom they work,
- whom they supervise,
- How their department relates to other groups and even who supervise their boss

 Informal Groups
- Alliance that form outside the boundaries of the formal bureaucracy from the interaction
and allegiance of people with common interest.

Structural Design of an Organization

A. Design Element and Factors

1. Task to be performed
– includes type of equipment, level of automation, nature of the product or service to be
produced.
 2. People involved
– number of people needed and availability to perform the work are very important in
an organization. Motivation also pays a very important factor.

3. Workplace
– includes the total space available, amount of storage room, the visibility and
accessibility of workers, supervisors and proximity of test areas.

B. Design Strategies and Models

1. Bureaucratic Models – all decisions be checked with headquarters before action can be taken.

Important Features:
a. Modern job description – each job has a formally established set of official duties.
b. Hierarchy – based chain of command.
c. Rules and regulation are consistently applied.
d. Hiring and firing – are based on qualification and performance.

2. Situational Models – specific jobs needs.

a. Routine strategy – repetitive tasks and need minimally trained work force
b. Engineering strategy – non repetitive work performed by a professionally prepared staff
c. Craft strategy – is applied to produce best, unique products whereby workers are
extremely skilled.
d. Discover strategy – for work that requires investigation such as the structural
development.

Organizational Chart

 The formal written presentation of the structural PLAN OF THE ORGANIZATION.

Principles of Organizational Structure and Authority

1. Departmentalization
2. Decentralization
3. Unity of command
4. Scalar principle
5. Span of control
6. Exceptions principle

Concepts of Authority

 The empowerment by formal job classification of an individual to make commitments and

act on behalf of the organization.
 To decide how resources, rewards and penalties are used.
 To ensure that designated goals and responsibilities are achieved.
 Power of ACT.
 o Authority and responsibility should go hand in hand.
o To ensure harmonious flow of organizational energy toward completion of its task
and mission.

Types and Roles of Authority

 Line Authority – Authority taking the straight-line route (direct).

 Staff Authority – Type of authority the personnel office exerts (indirect).

 Functional Authority – Exercise control within the boundaries of professional’s specialty.

Organizing- involves assigning tasks, grouping tasks into departments, delegating authority, and
allocating resources across the organization. During the organizing process, managers coordinate
employees, resources, policies, and procedures to facilitate the goals identified in the plan.
Organizing is highly complex and often involves a systematic review of human resources, finances,
and priorities.

Organizational Structure- a well thought out and strategic business configuration clarifies
reporting relationships and supports good communication – resulting in efficient and effective work
process flow.

Materials:
 https://reader.elsevier.com/reader/sd/pii/S1198743X17302124?token=2E0DE10EA6468E7
C9CB518D572CD8CCC63F8716D01E3631CD9FFDF9ECC375EC82AADF1F373AB70730
9B121019F5C4DFE
 Garcia, Lynne S. Clinical Laboratory Management 2nd ed. LSG and Associates, Santa
Monica California. 2014 (Chapter 2: Management Functions; Pages 28-30)
(NOTE: 10 POINTS OF THE QUIZ WILL BE BASED FROM THESE READING MATERIALS)

Study Question
 Create an organizational chart in accordance with the level of management.
 Enumerate the duties and responsibilities of a medical laboratory scientist.
  Cite situations from least up to needed areas in clinical laboratory that organizing and
staffing is one of the key areas of laboratory management. Specify and elaborate your
answer.
 Download an article in related with health care staffing. Relate it in Philippine Health Care
System. (Journal year must be from 2016-2020 only).
 QUIZ: 20 ITEMS

McPherson, Richard A. and Matthew R. Pincus, Henry’s Clinical

Diagnosis and Management by Laboratory Methods 21st ed.

Philadelphia: Elsevier Inc., 2007

Daft, Richard L. Management 5th ed. Philippines: Thomson

Learning, 2002

Friedberg, Richard and Ronald Weiss. Laboratory Management, An

Issue of Clinics in Laboratory Medicine. Philadelphia: W.B.

Saunders, 2007.
Harmening, Denise M. Laboratory Management: Principles and
Processes 2nd ed. USA: F.A. Davis Co., 2006

Hibbert, Brynn. Quality Assurance in the Analytical Chemistry Laboratory. USA: Oxford University
Press, 2007.

Garcia, Lynne S. Clinical Laboratory Management 2nd ed. LSG and Associates, Santa Monica
California, 2014