6 Management Process: Planning Purposes Achieve objectives Implement ideas Offset uncertainty and chance Make things happen Gain economical operation F)acilitate control Deal with change 7 Management Process: Planning The basic elements of planning center around four points
Evaluation of present condition The time factor Collection and analysis of data A hierarchy of plans with the medical laboratory 8 Management Process: Planning Steps Specify objectives that are specific, reasonable, and attainable Establish planning premises Determining alternative courses of action
Selecting the best course of action Implementing the plan 9 Management Process: Planning A good plan Is based on stated objectives Indicates clearly What is to be done How it will be done When it will be done Where it will be done Is consistent with departmental goals Is flexible 10
Management Process:organizing Principles Objectives Authority Responsibility Scalar principle Unity of command coordination 11 Management Process:organizing Staffing Job description and specifications for each
position Recruitment of personnel Placement of personnel Inducing of personnel Orienting of personnel Instructing of personnel 12 Management Process: Directing Principles Each person is unique People work to satisfy their own need People respond to leadership Communication is essential to directing Kinds
Issuing order Delegation 13 Management Process: controlling Steps Establishing standards Measurement performance Taking corrective action A checklist for control What to look for Quality Cost efficiency Productivity 14
Management Process: controlling A checklist for control Where to look Personnel Parameters of quality control When to look At regular times and by dropping in When to act When deviation from standards occurs 15
16 Deming) Juran (planning)fitness for use) Crosby
20 Attitudes Knowledge Hard working Attitude
96 98 100 21 Precision Accuracy
22 (turnaround time, TAT) ( ) 23
ISO 9000 ISO/IEC 17025 ISO 15189 ISO 15190 ISO 5725 e.g. CLIA, UKNEQAS e.g. ISO 15189 e.g. ISO 17025 e.g. ISO 9000 CLSI.. 24
Some holes due to active failures (eg. mistakes, procedural violations ) Hazards Failed or Absent Defenses Other hol e s due to l a tent condi t i
o ns Losses (eg. faulty equipment, lack of staff training ) James Reason Swiss Cheese Model (1990) Reason(2000)4 25 / LIS
delta check limit check
30 Quality Control (QC) Applying statistical process control to detect changes which might exceed quality require ments in the analytical procedures impleme nted as quality practices: Number of controls per run Control rules required for each test system Levey-Jennings QC charts Patient data QC charts 31 (Intra-lab Quality Control) (Internal
Quality Assessment) Real time, daily, monthly, yearly (Inter-lab Quality Control) (Extern al Quality Assessment) Correlation, peer group comparison, quality ass urance program (QAP), proficiency testing (PT) 32 33 QC Rules 34
The SPICE model. Simplicity Proximity Immediacy Centrality Expectancy. Work Restrictions 101. Impairment vs Disability. Risk, Tolerance, Capacity. Define restrictions in negative? Vs Define in positive = Fit For Duty program. Work is good. Joel Blanchard, MD, FACEP.
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Managerial levers for managing motivation: Intrinsic differences among people. The power of goal setting. Being explicit about the linkages between expectancy, instrumentality, and valence. The power of flow. Motivation may drive performance; but performance can also influence motivation.
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