Leadership

INTRODUCTION

By: Aaron Jan S. Palmares, RMT Faculty Instructor

Organization

A collection of people working together under a defined structure for the purpose of achieving predetermined outcome.

Organization

Serves the following: Provides society with products and services. Offer employment and economic exchange Give a framework for a social system

Laboratory as an Organization

Levels of authority Lines of communication Division of work

Junior Manager

Junior Manager

Junior Manager

Junior Manager

Junior Manager

Junior Manager

Junior Manager

Senior Manager

Senior Manager

Senior Tech

Tech

Tech

Tech

Senior Tech

Tech

Tech

Tech Senior Tech

TechTech

Tech Senior Tech

Tech

Senior Tech

Tech

Tech

TechTech

Tech

Tech

Laboratory Director

Levels of authority

Levels of authority

Laboratory as an Organization

Levels of authority Lines of Communication Division of work

Laboratory as an Open System

Inputs outputsTransformation

Processes

Specimen Test requests Supplies

Test ResultStaff Instruments Processes

Characteristics of an Open System

1. Implied purpose and goal.• release of results in a timely manner.

2. External environment drives changes.• streamlining of diagnosis (POC)

3. Have clearly defined boundaries• physical structure and type of work

InputsTransformation

Processes

Characteristics of an Open System

4. Seek to maintain a state of stability• adaptive to external environment

5. Grows and becomes more complex• formation of hierarchy

6. Adapts to Feedbacks.• Interdepartmental meeting

InputsTransformation

Processes

Congruence model

Formal

Informal

People

Work

Operating organization

System information

Congruence model

Formal

Informal

People

Work

Operating organization

System information

Elements of Clinical Laboratory

Environmental Influences Patient Needs, Competitors, Healthcare

regulations Resources

Financial, People, Supplies, Technology Organizations History

Vision and mission Values and Norms Location

Congruence model

Formal

Informal

People

Work

Operating organization

System information

Elements of Clinical Laboratory

Formal Organization Structure, policies, procedures

People Skills, knowledge, Expectations

Work Task, Automation/Instrumentation, POC

Informal Organization Behavior of leaders, culture and climate

Congruence modelOperating organization

Are reward system adequate?

Are people working for or against the system?

Congruence modelOperating organization Is the work

fulfilling? Is there enough

creative freedom to the job?

Are people trained adequately?

Are the right people in the job?

Congruence modelOperating organization

Does the culture support the execution of the task?

Congruence modelOperating organization

Does the culture support the execution of the task?

Congruence modelOperating organization Does the organization

structure support the departmental task?

Are work expectations being met?

Are the job descriptions appropriate?

Are the right resources in place?

Congruence model

Formal

Informal

People

Work

Operating organization

System information

Elements of Clinical Laboratory

System Information Test results

Unit/Group (Department contribution) Patient response Financial performance

System Information Academic contribution Teaching/learning Personal growth and recognition

ORGANIZATIONAL DESIGN

By: Aaron Jan S. Palmares, RMT Faculty Instructor

Organizational Design

Factors that influence the design and structure of the organization. Organizational Goals and strategic direction Technological capabilities Size Environment Leadership style, member behaviors,

organization culture

Organizational Design

4 structural Models1. Functional2. Self-contained3. Matrix4. Network

1. Functional

Hierarchical Specialized units report in an upward chain

of command Clear understanding of responsibility and

authority Functions best when the departments are

engaged in repetitive, efficient, routine task.

1. Functional

Junior Manager

Junior Manager

Junior Manager

Junior Manager

Junior Manager

Junior Manager

Junior Manager

Senior Manager

Senior Manager

Senior Tech

Tech

Tech

Tech

Senior Tech

Tech

Tech

Tech Senior Tech

TechTech

Tech Senior Tech

Tech

Senior Tech

Tech

Tech

TechTech

Tech

Tech

Laboratory Director

2. Self-Contained

Organized in a common basis According to discipline, a location or

customer group.

Central Management & Support Service

Specialty testing

Transfusion Services

Clinical Services

Anatomic Services

3. Matrix

Takes advantage of skills and functions Allows areas to concentrate on specialized

functions

3. Matrix

Routine Specialty Rapid Response

Micro

Hema

Chem

Technical Director

Operations Manager

Administrative director

4. Network Reflect information technology models Consist of units, to reduce duplications, and

expand revenue generating services

H H

H H

Central Lab

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