laboratory organization according to laboratory management

1. Organization
6Nov2022

2. Levels of Management

3. The TQMS

4. Organization
 Is the process of structuring activities,
materials, and personnel for accomplishing
predetermined objectives
 Organization should be approached as an ongoing
process, since testing, technology, and staffing are all
dynamic.

5. The key to organization is in …
1- Knowing the essential tasks that must be
performed
2- Understanding what knowledge and
expertise the employees must possess to
perform those tasks
3- The physical and capital requirements that
must be assembled to achieve the desired
results

6. 4- Time is an irreplaceable commodity, and a
manager’s time is a laboratory resource that must be
used thoughtfully. A good manager must always be
conscious of how time is expended, personally and
in laboratory processes. That is the concept of
organizing.

7. Manager Function
 One of the most important functions of a manager is
to organize the activities of the laboratory in such a
way that use of time is carefully considered so that
effort is minimized while output is maximized. The
difference between profit and loss is often determined
by how well the resources and workflow of the
laboratory are organized.

8. Managerial Function of
Organizing
 Know the parts they are to play in any team
operation
 The way their roles relate to one another.
For most practicing managers, the term
organization implies a formalized intentional
structure of roles or positions.

9. What does ‘intentional structure
of roles’ mean?
 Firstly, people working together must fill certain
roles.
 Secondly, the roles people are asked to fill should be
intentionally designed to ensure that required
activities are done and that activities fit together so that
people can work smoothly, effectively, and efficiently in
groups

10. Organizational Chart
 It is a visual depiction of the organization
 Is an essential management tool
 The chart specifically indicates positional
authority
 It helps to clarify workflow, reporting lines, and
areas of responsibility
 shows hierarchical relationships between
functional areas
 The organizational chart also attempts to show
relationships between line and staff. In this
organizational concept, a line position is one in
which a superior exercises direct supervision
over a subordinate

12. Time Management
 The surest way to be well organized is to
develop a structured approach to time
management
 Without a disciplined time management
system, a manager can quickly become
overwhelmed, consumed by the demands of
small crises.
 different approaches to time management ????
 There is no universally prescribed time
management system

13.  Manager to be fully engaged 12 to 16 hours
a day
 Time spent on the job outside of those
parameters should only be considered in
times of crisis. In all other circumstances, a
manager should set and adhere to a
reasonable schedule, building enough time
into the day for essential meetings,
interaction with staff, coaching, continuing
education, and completion of necessary
paper work.

14. A time management system
allows a manager to:
 Minimize time wasted on nonproductive
issues
 Be prepared for meetings
 Be aware of existing commitments
 Understand the capacity to take on new
assignments and when to say “no”
 Plan each day’s work efficiently and effectively
 Make certain that no project (large or small) is
neglected
 TIMWOODS

15. Policy vs Process vs procedure

16. Policies
 Policies are the “laws” of the laboratory
 An effective organization has policies that express
behavioral expectations within the workplace
 policies must be fair and equally applied to
everyone in the organization
 Every laboratory should have an open, accessible,
and easily understood set of policies.
 must be made known to each employee
 Should be updated in standard regular bases
(annually)

17. Characteristics of Policy
1- Flexible enough to be applied to both normal
and unusual situations
2- Acceptable to those who apply them
3- Consistent
4- Objective
5- Clear
6- Communicated to those individuals to whom
they apply
7- Continuously reevaluated and changed when
necessary

18. Process
 A process is a systematic way of executing
tasks. It is concerned with the transformation
of inputs into outputs.
 A process is a series of tasks, activities, and
workflows that produce a specific,
measurable result.
 All processes have a starting point (trigger)
and an ending point (outcome), and between
these two points are a number of steps or
tasks.

19. Procedures
 A procedure is a set of instructions for
completing a specific task or activity.
 Procedures are sometimes documented in
painstaking detail to ensure the task is
completed consistently and with precision. The
end result of a procedure is the successful
completion of the task according to the
instructions.
 The standard operating procedures (SOP)
manual is a very important tool in the
laboratory

20. Process vs. procedure: What
are the key differences?
 n a nutshell, the key difference between a
process and a procedure is this: a process is
a series of tasks and activities that produce
an outcome. A procedure is a set of
instructions for completing a single task or
activity within a process.

21.  Process vs procedure
 E.g: Consider a typical request
management process. The steps in the
process include:
• Receiving the request
• Routing the request to the appropriate
reviewer
• Approving or denying the request
• Notifying the requester of the approval
decision

22. Example

23.  There is a distinct procedure for each of
these steps. This serves as a set of
instructions that tells the employee exactly
how to complete each stage of the
process. For example, when routing a
request to an appropriate reviewer, the
following procedure could be required:

24. Workflow
 A laboratory manager must be a master of
all the interconnected processes within the
laboratory. These processes are logically
sequential, and they are accomplished in
such a way that one process or step must
be completed before the next can begin.

25. Ergonomics
 This is the science concerned with the
relationship between human beings, the
machines and equipment they use and their
working environment. It involves the
application of physiological, anatomical and
psychological data to the design of efficient
working systems

26. Staffing
 A successful laboratory is dependent on good
leadership, and good leadership is dependent on
the quality and loyalty of employees.
 The selection process is critical in matching
people and their skills with the appropriate jobs.