Topic;
How Delight your External and Internal Customers as a Medical Laboratory Managers
Workshop conducted by:
Education, Training and Research Division, Ministry of Health.
Lecture Delivered by:
Mr. Ravi Kumudesh - President, Sri Lanka Society for Medical Laboratory Science
Venue; Medical Research Institute
Date: On September 7, 2015
Audience:
Supervisory Managers for Medical Laboratory Service, Ministry of Health, Sri Lanka.
Highlights:
“ We are the best !”
Why we continue to fool ourselves ...?
“The patient will never care how much you know, until they know how much you care !”
Essential Elements of Laboratory Management
Human resource management
Quality management
Procurement and supplies management
Laboratory equipment management
Laboratory information management
Safety and waste management
Laboratory finance management
Specific Management Skills
Handling conflicts
Motivating employees
Solving problems
Handling information
Growing and developing
Controlling the environment
Organizing and coordinating
Our mission and purpose Should be…
"To cure sometimes,
to relieve often,
to comfort always"
Administration Regulations Chapter xlviii - Disciplinary Action
Staff Employee Disciplinary Action: When and How to Take It. Disciplining employees is a difficult part of supervision and management. It is important that you address performance issues as they arise and pursue a progressive approach to discipline.
Administration Regulations Chapter xlviii - Disciplinary Action
Staff Employee Disciplinary Action: When and How to Take It. Disciplining employees is a difficult part of supervision and management. It is important that you address performance issues as they arise and pursue a progressive approach to discipline.
Administration Regulations Chapter xxxii - Political RightsRavi Kumudesh
Administration Regulations Chapter xxxii - Political Rights
Civil and political rights are a class of rights that protect individuals' freedom from infringement by governments, social organizations, and private individuals. They ensure one's ability to participate in the civil and political life of the society and state without discrimination or repression.
Administration Regulations Chapter xxiv - Loans
A loan is a debt provided by an entity (organization or individual) to another entity at an interest rate, and evidenced by a promissory note which specifies, among other things, the principal amount of money borrowed, the interest rate the lender is charging, and date of repayment.
SLSMLS Research Day' 2016 - Introductory Speech By President (SLSMLS)Ravi Kumudesh
SLSMLS Research Day' 2016 Introductory Speech
Transcript
“Research Culture and Ethic Review at Medical Research Institute”
Dr. (Mrs) Geethani Galagoda
Consultant Virologist / Secretary, MRI Research Committee
“Basic Steps in Scientific Research”
Mr. Sunil De Silva
Head, Department of Medical Laboratory Sciences,
Faculty of Health Sciences
Open University of Sri Lanka
“Role of supervisor in research and what does supervisors expect”
Prof. Sugandika Suresh
Head, Department of Biochemistry,
University of Sri Jayawardanapura
“Confocal microscopy in biomedical research”
Mr. Rishi Kant
Application Specialist, Carl Zeiss GmbH
“Novel Research topics in your lab”
Mrs. Randika Wimalairi
Lecturer, Department of Medical Laboratory Sciences
Faculty of Health Sciences
Open University of Sri Lanka
“Important Strategies for Medical Laboratory Science
Research”
Dr. (Mrs) Nalini Vithana
Consultant for World Health Organization
Panel Discussion
Dr. (Mrs) Nalini Vithana, WHO Consultant (Chair), Dr. Sunil De Alwis (DDG/ET & R), Dr. Anil Jasinghe, Director (NHSL), Dr. Sumith Ananda, Director (MRI), Mrs. Rangika Vimalasiri, Lecturer (FoHS, OUSL), Mr. RM Danapala, Principal (College of MLT, MRI), Mr. Chaminda Karunaratne (lecturer, KDU), Mr. Ravi Kumudesh, President (SLSMLS/SlagMLT)
SLSMLS 2016
Administration Regulations - Management Hierarchy for Ministry of HealthRavi Kumudesh
Administration Regulations - Management Hierarchy for Ministry of Health
The three levels of management typically found in an organization are low-level management, middle-level management, and top-level management. Top-level managers are responsible for controlling and overseeing the entire organization.
Developing Standerd Structure for Medical LaboratoryRavi Kumudesh
Needs for Developing
National Health Laboratory Policy and Plan
Laboratory Techniques and Procedures
Manpower and HR
Clinical Laboratory Information Systems.
Equipment and Supplies.
Guidelines and Regulations
Essential Elements of Laboratory Management
Human resource management
Quality management systems
Procurement and supplies management
Laboratory equipment management
Laboratory information management system
Safety and waste management
Laboratory financing
A blood type (also called a blood group) is a classification of blood based on the presence or absence of inherited antigenic substances on the surface of red blood cells (RBCs). These antigens may be proteins, carbohydrates, glycoproteins, or glycolipids, depending on the blood group system.
The Levels of Measurement
Nominal
Ordinal
Interval
Ratio
Sri Lanka Society For Medical Laboratory Science
Medicallaboratoryscience.sl@gmail.com / slsmls.org
Healthcare Management for Change
Lecture By Ravi kumudesh,
President, College of Medical Laboratory Science
for Allied Health Science Graduates
On December 09, 2016
at National Institute of Health Science, Sri Lanka
“Management is the art of “knowing what you want to do” and then seeing that it is done in the best and cheapest way. ……F.W.Taylor
Strategist Management
"The Art and Science of Formulating, Implementing, and Evaluating Cross-Functional Decisions That Enable an Organization to Achieve It’s Objectives"
Management as a process “consisting of planning, organizing, actuating and controlling, performed to determine and accomplish the objective by the use of people and resources.”
……George R. Terry
Administration Regulations Chapter xxxii - Political RightsRavi Kumudesh
Administration Regulations Chapter xxxii - Political Rights
Civil and political rights are a class of rights that protect individuals' freedom from infringement by governments, social organizations, and private individuals. They ensure one's ability to participate in the civil and political life of the society and state without discrimination or repression.
Administration Regulations Chapter xxiv - Loans
A loan is a debt provided by an entity (organization or individual) to another entity at an interest rate, and evidenced by a promissory note which specifies, among other things, the principal amount of money borrowed, the interest rate the lender is charging, and date of repayment.
SLSMLS Research Day' 2016 - Introductory Speech By President (SLSMLS)Ravi Kumudesh
SLSMLS Research Day' 2016 Introductory Speech
Transcript
“Research Culture and Ethic Review at Medical Research Institute”
Dr. (Mrs) Geethani Galagoda
Consultant Virologist / Secretary, MRI Research Committee
“Basic Steps in Scientific Research”
Mr. Sunil De Silva
Head, Department of Medical Laboratory Sciences,
Faculty of Health Sciences
Open University of Sri Lanka
“Role of supervisor in research and what does supervisors expect”
Prof. Sugandika Suresh
Head, Department of Biochemistry,
University of Sri Jayawardanapura
“Confocal microscopy in biomedical research”
Mr. Rishi Kant
Application Specialist, Carl Zeiss GmbH
“Novel Research topics in your lab”
Mrs. Randika Wimalairi
Lecturer, Department of Medical Laboratory Sciences
Faculty of Health Sciences
Open University of Sri Lanka
“Important Strategies for Medical Laboratory Science
Research”
Dr. (Mrs) Nalini Vithana
Consultant for World Health Organization
Panel Discussion
Dr. (Mrs) Nalini Vithana, WHO Consultant (Chair), Dr. Sunil De Alwis (DDG/ET & R), Dr. Anil Jasinghe, Director (NHSL), Dr. Sumith Ananda, Director (MRI), Mrs. Rangika Vimalasiri, Lecturer (FoHS, OUSL), Mr. RM Danapala, Principal (College of MLT, MRI), Mr. Chaminda Karunaratne (lecturer, KDU), Mr. Ravi Kumudesh, President (SLSMLS/SlagMLT)
SLSMLS 2016
Administration Regulations - Management Hierarchy for Ministry of HealthRavi Kumudesh
Administration Regulations - Management Hierarchy for Ministry of Health
The three levels of management typically found in an organization are low-level management, middle-level management, and top-level management. Top-level managers are responsible for controlling and overseeing the entire organization.
Developing Standerd Structure for Medical LaboratoryRavi Kumudesh
Needs for Developing
National Health Laboratory Policy and Plan
Laboratory Techniques and Procedures
Manpower and HR
Clinical Laboratory Information Systems.
Equipment and Supplies.
Guidelines and Regulations
Essential Elements of Laboratory Management
Human resource management
Quality management systems
Procurement and supplies management
Laboratory equipment management
Laboratory information management system
Safety and waste management
Laboratory financing
A blood type (also called a blood group) is a classification of blood based on the presence or absence of inherited antigenic substances on the surface of red blood cells (RBCs). These antigens may be proteins, carbohydrates, glycoproteins, or glycolipids, depending on the blood group system.
The Levels of Measurement
Nominal
Ordinal
Interval
Ratio
Sri Lanka Society For Medical Laboratory Science
Medicallaboratoryscience.sl@gmail.com / slsmls.org
Healthcare Management for Change
Lecture By Ravi kumudesh,
President, College of Medical Laboratory Science
for Allied Health Science Graduates
On December 09, 2016
at National Institute of Health Science, Sri Lanka
“Management is the art of “knowing what you want to do” and then seeing that it is done in the best and cheapest way. ……F.W.Taylor
Strategist Management
"The Art and Science of Formulating, Implementing, and Evaluating Cross-Functional Decisions That Enable an Organization to Achieve It’s Objectives"
Management as a process “consisting of planning, organizing, actuating and controlling, performed to determine and accomplish the objective by the use of people and resources.”
……George R. Terry
1
Human Resources
Strategic Planning
HRM 329
people and planning… what a great combination
- anonymous
Claremont Graduate University
Division of Behavioral and Organizational Sciences
Human Resources Management
1
“Lawnchair Larry” at 16,000 feet!
2
Course Goal
The focus of our time together will be to gain a better understanding of
the impact between the intersection of an organization’s strategic plan
and an organization’s management of their human resources i.e. human
capital. Therefore, a fundamental question to ask is:
“ Based upon the contributions made by an
organization’s participants, how can firms
effectively manage people to support selected
organizational strategies that lead to a
competitive advantage?”
Introduction
3
Fortune’s Most Admired Companies – 2020
4
2
Fortune’s Most Admired Companies – 2020
5
Fortune’s Best Companies to Work For – 2020
6
Fortune’s Best & Most Admired Companies to Work For – Comparison
7
BEST Places to Work – 2020
8
3
9
Linkedin Most Desired per Employers
10
Course Basics
Introduction
11
Desired Course Outcomes
Introduction
12
4
Text, Case Studies and Journal References
Introduction
13
Optional Reading
Introduction
14
Attendance Policy
Introduction
15
Contribution and Evaluation
Introduction
16
5
Contribution and Evaluation
Introduction
17
Contribution and Evaluation
Introduction
18
Grading
Introduction
19
Course Requirements and Assignments
Introduction
20
6
A MODEL FOR
STRATEGIC LEADERSHIP
humility and a sense of vision…
this is good to great.
- jim collins
21
The ROLE of a leader is:
To Do Everything Possible
for their Employees to Succeed.
…YES Everything!
A Model for Strategic Leadership
22
….character FIRST, methods SECOND.
This is the KEY.
The FOUNDATION of a Leader is MORE about
CHARACTER than METHOD
A Model for Strategic Leadership
23
Question:
Every person has character.
Character is a continuum...
...both good and bad.
How is YOUR CHARACTER displayed?
Is it different at home than working in HR?
24
7
Relationships is sharing with others the way
“they need to hear it.”
Not the way “you want to share it.”
At the CORE of a leader is one’s
VOICE and one’s TOUCH
A Model for Strategic Leadership
25
Too often the case, we assume what’s shared is
understood by everyone. Why?
“Because it was understood by myself”.
Voice & Touch is treating people with:
• DIGNITY
• RESPECT
• COMPASSION
• INTEGRITY
26
There are 2 parts to leadership:
Facilitating the Vision (or direction)
Implementing the Vision (or direction)
If you want RESPONSIBLE People...
You must be RESPONSIBLE Yourself.
Strategic Leadership
27
< leader
< follower
<<<< Facilitating the Vision
(direction)
One’s CHARACTER supports how a leader facilitates.
28
8
< follower (going for it!!)
< leader
<<<< Implementing the Vision
(direction)
One’s CHARACTER supports how a leader s.
1
Human Resources
Strategic Planning
HRM 329
people and planning… what a great combination
- anonymous
Claremont Graduate University
Division of Behavioral and Organizational Sciences
Human Resources Management
1
“Lawnchair Larry” at 16,000 feet!
2
Course Goal
The focus of our time together will be to gain a better understanding of
the impact between the intersection of an organization’s strategic plan
and an organization’s management of their human resources i.e. human
capital. Therefore, a fundamental question to ask is:
“ Based upon the contributions made by an
organization’s participants, how can firms
effectively manage people to support selected
organizational strategies that lead to a
competitive advantage?”
Introduction
3
Fortune’s Most Admired Companies – 2020
4
2
Fortune’s Most Admired Companies – 2020
5
Fortune’s Best Companies to Work For – 2020
6
Fortune’s Best & Most Admired Companies to Work For – Comparison
7
BEST Places to Work – 2020
8
3
9
Linkedin Most Desired per Employers
10
Course Basics
Introduction
11
Desired Course Outcomes
Introduction
12
4
Text, Case Studies and Journal References
Introduction
13
Optional Reading
Introduction
14
Attendance Policy
Introduction
15
Contribution and Evaluation
Introduction
16
5
Contribution and Evaluation
Introduction
17
Contribution and Evaluation
Introduction
18
Grading
Introduction
19
Course Requirements and Assignments
Introduction
20
6
A MODEL FOR
STRATEGIC LEADERSHIP
humility and a sense of vision…
this is good to great.
- jim collins
21
The ROLE of a leader is:
To Do Everything Possible
for their Employees to Succeed.
…YES Everything!
A Model for Strategic Leadership
22
….character FIRST, methods SECOND.
This is the KEY.
The FOUNDATION of a Leader is MORE about
CHARACTER than METHOD
A Model for Strategic Leadership
23
Question:
Every person has character.
Character is a continuum...
...both good and bad.
How is YOUR CHARACTER displayed?
Is it different at home than working in HR?
24
7
Relationships is sharing with others the way
“they need to hear it.”
Not the way “you want to share it.”
At the CORE of a leader is one’s
VOICE and one’s TOUCH
A Model for Strategic Leadership
25
Too often the case, we assume what’s shared is
understood by everyone. Why?
“Because it was understood by myself”.
Voice & Touch is treating people with:
• DIGNITY
• RESPECT
• COMPASSION
• INTEGRITY
26
There are 2 parts to leadership:
Facilitating the Vision (or direction)
Implementing the Vision (or direction)
If you want RESPONSIBLE People...
You must be RESPONSIBLE Yourself.
Strategic Leadership
27
< leader
< follower
<<<< Facilitating the Vision
(direction)
One’s CHARACTER supports how a leader facilitates.
28
8
< follower (going for it!!)
< leader
<<<< Implementing the Vision
(direction)
One’s CHARACTER supports how a leader s.
Industrial Management, the new subject intorduced in the field of engineering. By looking this pptx. one can gain the overall idea of basics of management and its industrial approach.
1
Human Resources
Strategic Planning
HRM 329
Week 2
people and planning…what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management
Question for discussion:
“Why do business leaders not see HR as KEY to
today’s people strategies?”
Some say HR is being pulled in two different directions.
One part of the future is a function that is focused on
administrative and operational efficiency, and the other is an
emerging people management function that may reside in
the HR department or in business operations.
- Patrick Kiger
Workforce Magazine, May 2015
Do you agree or disagree with the above quote?
Why so?
Introduction
The focal point is between Strategic Management and
Strategic Human Resource Management.
The fundamental focus and key question is:
“How should firms
effectively manage people
to support a selected organizational strategy,
leading to a competitive advantage based upon
the contributions made by the organizational
participants.”
Introduction
Definition
Strategic Human Resource Planning (SHRP) is a synergistic, systematic
process intersecting strategic management and human
resource management to bring about effective and satisfied
Human Capital for one’s organization.
Process
The SHRP process is pivotal for understanding how a firm effectively
manages people, to support one’s organizational strategy, and create a
competitive advantage.
Strategic Human Resources
2
A Visual Model for Strategic Human Resource Planning
Customer Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human Capital
Retaining Human Capital
Metrics/Assessment
Key Strategies - Objectives - Allocation of Resources
Products, Programs, Services
Vision, Mission & Values
The
S
H
R
P
P
rocess
What does my organization say and do that truly demonstrates
people are a vital asset to our organization?
Does my organization have a clear vision, mission and set of values? …culture?
Does my organization regularly conduct SWOT or other analysis to identify the
opportunities and issues inside and outside our organization?
Does my organization first, as a whole and departmentally, set regular goals that
are adhered to?
Does my organization display a managerial attitude that the HR department is a
“vital evil”, “gets in the way”, is administratively and functionally necessary or ?
What are examples of the managerial attitudes, comments and actions
that support my thoughts? THIS IS KEY and overrides “LIP SERVICE.”
What do I believe is the “human capital value determination”factor for my
organization on a scale of 1 though 10?
Determining the Organizational Climate Towards Your Human Capital
Climate Survey – ABC Company Partial Sample Ralph Stayer and Johnsonville Sausage – Strategy Thoughts
3
Johnsonville Sausage…WHO?
Evidence-base.
In-depth discussion of HR Key Performance Indicators - selecting, measuring them, and designing tracking and decision processes to enable a strong, sustaining competitive advantage in your business... This deck was presented on 4-7-2015 as part of a BLR sponsored Webinar .
Presentation looking at why companies should engage employees in CSR and sustainable business, the benefits and how some leading companies do it, or try to.
One day interactive workshop delivered in the snow to an audience of HR professionals, recruiters and line managers from predominantly the private sector.
Adventures with Agile: Traditional HR has failed us! How to convince them to ...Fabiola Eyholzer
London, UK | May-19-2015
Do you remember the frustration that comes from trying to make traditional HR instruments like performance reviews work for your Agile teams? Do you feel HR is undermining your best efforts at collaborative leadership and is holding you back? Do you find yourself in a constant dispute with HR over people processes?
It is inevitable: HR must embrace Lean | Agile values and principles in order to engage and energize Agile talents. It’s time to show HR how key people challenges like retention, talent development, and performance management can be addressed successfully with Lean | Agile.
This session will let you
– gain valuable insights into the world of Human Resource Management
– recognize the impact of Agile HR practices through stories and examples
– discover why Agile needs HR and vice versa
– identify compelling arguments and tactics to convince HR to go Agile
– discuss the topic with other practitioners
Group #2 Report on "Organizational Behavior" for PA3 - Management in Organizations, College of Public Administration - Tarlac State University. Authored by Omar Navarro Dimarucot
The motivation theories in this chapter differ in their predictive strength. Here, we (1) review the most established to determine their relevance in explaining turnover, productivity, and other outcomes and(2) assess the predictive power of each.
Need theories. Maslow’s hierarchy, McClelland’s needs, and the two- factor theory focus on needs. None has found widespread support, although McClelland’s is the strongest, particularly regarding the relationship between achievement and productivity. In general, need theories are not very valid explanations of motivation.
Goal-setting theory. Clear and difficult goals lead to higher levels of employee productivity, supporting goal-setting theory’s explanation of this dependent variable
Reinforcement theory. This theory has an impressive record for predicting quality and quantity of work, persistence of effort, absenteeism, tardiness, and accident rates
Equity theory/organizational justice. Equity theory deals with productivity, satisfaction, absence, and turnover variables. However, its strongest legacy is that it provided the spark for research on organizational justice, which has more support in the literature.
Expectancy theory. Expectancy theory offers a powerful explanation of performance variables such as employee productivity, absenteeism, and turnover.
Recognize individual differences. Managers should be sensitive to individual differences.
Allow employees to participate in decisions that affect them. Employees can contribute to setting work goals, choosing their own benefits packages, and solving productivity and quality problems.
Link rewards to performance. Rewards should be contingent on performance, and employees must perceive the link between the two.
Similar to Hospital Hospitality and Strategic Management by Ravi Kumudesh (20)
Bio Whepon and COVID 19 - Is Corona Virus a Bio Weapon?Ravi Kumudesh
Is Corona Virus a Bio Weapon?
The Internet was brimming with conspiracies about the coronavirus, and, perhaps, one of the most prominent ones was that the virus could be a bioweapon.
According to an ET Prime report, a group of Chinese scientists in Canada were accused of spying and were stripped of their access to Canada’s National Microbiology Lab (NML) which is known to work on some of the most deadly pathogens.The alleged ‘policy breach’, highlighted the bioweapon program of other countries including China. Dr Francis Boyle, the creator of Bio Weapons Act, also claims that ‘the coronavirus is an offensive biological warfare weapon with DNA-genetic engineering’.Again, the claims about coronavirus being a biological weapon are unsubstantiated.
Novel Coronavirus thought to have transferred to Human from the seafood market in Wuhan, China become a one of the most dangerous viruses in the subfamily Orthocoronavirinae. According to the literature, the genome size of RNA of this viruses are greater than 20 kilobases.
Genetic engineers has committed to change the genes of some organisms to create new features of them, and this can be applied for the Coronavirus as well.
A real-time polymerase chain reaction (real-time PCR), also known as quantitative polymerase chain reaction (qPCR), is a laboratory technique of molecular biology based on the polymerase chain reaction (PCR). It monitors the amplification of a targeted DNA molecule during the PCR (i.e., in real time), not at its end, as in conventional PCR.
The reverse transcription - polymerase chain reaction (RT-PCR) is a sensitive technique for the quantification of steady-state mRNA levels, particularly in samples with limited quantities of extracted RNA, or for analysis of low level transcripts. The procedure amplifies defined mRNA transcripts by taking advantage of retroviral enzymes with reverse transcriptase (RT) activity, coupled to PCR.
Laboratory quality towards patient centered careRavi Kumudesh
“Providing care that is respectful of, and responsive to, individual patient preferences, needs and values, and ensuring that patient values guide all clinical decisions, It includes listening to, informing and involving patients in their care”
Total quality management for medical labs ravi kumudeshRavi Kumudesh
Ensuring establishment of QMS
Implementation and Maintain QMS
Maintain Quality policy
Assist to documentation of Quality Objective
Assist to establishment of Quality Objective
Crate awareness of users in the lab
Assist preparation, administration, dissemination and regular review of quality Manual
Assist to maintaining document Control System,
Maintain Technical Records
Assist to control clinical material
Participate to Management Review
Total Quality Management for Medical Labs - Ravi KumudeshRavi Kumudesh
Duties of Qualty Manager
Ensuring establishment of QMS
Implementation and Maintain QMS
Maintain Quality policy
Assist to documentation of Quality Objective
Assist to establishment of Quality Objective
Crate awareness of users in the lab
Assist preparation, administration, dissemination and regular review of quality Manual
Assist to maintaining document Control System,
Maintain Technical Records
Assist to control clinical material
Participate to Management Review
Accuracy of Laboratory Parameters in Management of CKD.Ravi Kumudesh
New model for Health care delivery is suggesting to replace traditional health care organisational structure in Sri Lanka. This type of innovation is essential for "Non Patient" type healthcare receivers, such as "Healthy healthcare receivers" and "Risk Groups".
This topic is inspired by Secretary, CMLS.SL at the Annual Academic Sessions of DiASL on April 22, 2017.
CMLS.SL - College of Medical Laboratory Science, Sri Lanka
DiASL - Dietetic Association of Sri Lanka
Accuracy of Laboratory Parameters in Management of CKD and NCDRavi Kumudesh
New model for Health care delivery is suggesting to replace traditional health care organisational structure in Sri Lanka. This type of innovation is essential for "Non Patient" type healthcare receivers, such as "Healthy healthcare receivers" and "Risk Groups".
This topic is inspired by Secretary, CMLS.SL at the Annual Academic Sessions of DiASL on April 22, 2017.
CMLS.SL - College of Medical Laboratory Science, Sri Lanka
DiASL - Dietetic Association of Sri Lanka
This seems to fit in with a campaign explicitly aimed at linking trade unionists with terrorist insurgents. Key trade union activists who participated in the Fort Railway Station protest on 6 February are now being publicly accused of being covert terrorist operatives. Since 8 February, posters depicting trade union leaders as traitors and terrorists have begun to appear in many parts of the country, calling for their arrest. Anton Marcus of the Free Trade Zone and General Services Employees' Union (FTZGSEU), which is affiliated to the International Textile, Garment and Leather Workers' Federation (ITGLWF), Sman Ratnapriya and Ravi Kumudesh of the Health Sector Trade Union Alliance (HSTUA), Sampath Rajitha and Raja Kannangara of the Joint Railway Trade Union Alliance (JRTUA), and Joseph Stalin of the Ceylon Teachers' Union (CTU) are among the targeted trade unionists.
Guide to Professional Success by Ravi KumudeshRavi Kumudesh
"Guide to Professional Success"
Management training for Allied Health Science internship
Lecture By, Ravi Kumudesh
President - Sri Lanka Society for Medical Laboratory Science
December 2, 2016 (1st Group)
December 9, 2016 (2nd group)
National Institute of Health Science (NIHS)
Kaluthara, Sri Lanka
Telehealth Psychology Building Trust with Clients.pptxThe Harvest Clinic
Telehealth psychology is a digital approach that offers psychological services and mental health care to clients remotely, using technologies like video conferencing, phone calls, text messaging, and mobile apps for communication.
The Importance of Community Nursing Care.pdfAD Healthcare
NDIS and Community 24/7 Nursing Care is a specific type of support that may be provided under the NDIS for individuals with complex medical needs who require ongoing nursing care in a community setting, such as their home or a supported accommodation facility.
Health Education on prevention of hypertensionRadhika kulvi
Hypertension is a chronic condition of concern due to its role in the causation of coronary heart diseases. Hypertension is a worldwide epidemic and important risk factor for coronary artery disease, stroke and renal diseases. Blood pressure is the force exerted by the blood against the walls of the blood vessels and is sufficient to maintain tissue perfusion during activity and rest. Hypertension is sustained elevation of BP. In adults, HTN exists when systolic blood pressure is equal to or greater than 140mmHg or diastolic BP is equal to or greater than 90mmHg. The
Explore our infographic on 'Essential Metrics for Palliative Care Management' which highlights key performance indicators crucial for enhancing the quality and efficiency of palliative care services.
This visual guide breaks down important metrics across four categories: Patient-Centered Metrics, Care Efficiency Metrics, Quality of Life Metrics, and Staff Metrics. Each section is designed to help healthcare professionals monitor and improve care delivery for patients facing serious illnesses. Understand how to implement these metrics in your palliative care practices for better outcomes and higher satisfaction levels.
CRISPR-Cas9, a revolutionary gene-editing tool, holds immense potential to reshape medicine, agriculture, and our understanding of life. But like any powerful tool, it comes with ethical considerations.
Unveiling CRISPR: This naturally occurring bacterial defense system (crRNA & Cas9 protein) fights viruses. Scientists repurposed it for precise gene editing (correction, deletion, insertion) by targeting specific DNA sequences.
The Promise: CRISPR offers exciting possibilities:
Gene Therapy: Correcting genetic diseases like cystic fibrosis.
Agriculture: Engineering crops resistant to pests and harsh environments.
Research: Studying gene function to unlock new knowledge.
The Peril: Ethical concerns demand attention:
Off-target Effects: Unintended DNA edits can have unforeseen consequences.
Eugenics: Misusing CRISPR for designer babies raises social and ethical questions.
Equity: High costs could limit access to this potentially life-saving technology.
The Path Forward: Responsible development is crucial:
International Collaboration: Clear guidelines are needed for research and human trials.
Public Education: Open discussions ensure informed decisions about CRISPR.
Prioritize Safety and Ethics: Safety and ethical principles must be paramount.
CRISPR offers a powerful tool for a better future, but responsible development and addressing ethical concerns are essential. By prioritizing safety, fostering open dialogue, and ensuring equitable access, we can harness CRISPR's power for the benefit of all. (2998 characters)
CHAPTER 1 SEMESTER V PREVENTIVE-PEDIATRICS.pdfSachin Sharma
This content provides an overview of preventive pediatrics. It defines preventive pediatrics as preventing disease and promoting children's physical, mental, and social well-being to achieve positive health. It discusses antenatal, postnatal, and social preventive pediatrics. It also covers various child health programs like immunization, breastfeeding, ICDS, and the roles of organizations like WHO, UNICEF, and nurses in preventive pediatrics.
Navigating Challenges: Mental Health, Legislation, and the Prison System in B...Guillermo Rivera
This conference will delve into the intricate intersections between mental health, legal frameworks, and the prison system in Bolivia. It aims to provide a comprehensive overview of the current challenges faced by mental health professionals working within the legislative and correctional landscapes. Topics of discussion will include the prevalence and impact of mental health issues among the incarcerated population, the effectiveness of existing mental health policies and legislation, and potential reforms to enhance the mental health support system within prisons.
One of the most developed cities of India, the city of Chennai is the capital of Tamilnadu and many people from different parts of India come here to earn their bread and butter. Being a metropolitan, the city is filled with towering building and beaches but the sad part as with almost every Indian city
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
Leading the Way in Nephrology: Dr. David Greene's Work with Stem Cells for Ki...Dr. David Greene Arizona
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Leading the Way in Nephrology: Dr. David Greene's Work with Stem Cells for Ki...
Hospital Hospitality and Strategic Management by Ravi Kumudesh
1. Hospital Hospitality &
Strategic Management
Ravi Kumudesh
MSc / BSc / PG Dip (SMgt) / Dip(MLT)
Sri Lanka Society for Medical Laboratory Science (SLSMLS)
Sri Lanka Association of Medical Laboratory Technologists (SlagMLT)
HowDelight your
Internal and External
Customers
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2. Does Your Lab Issue a Quality Report ?
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4. Don’t Miss judge
Don’t Misused
We are proud of our
professional competence
Patients have no way of
judging this.
Some time it assumes all
are competent ! But ..?
Judge it with our
behavior
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5. How many Complaints do you receive ?
• Per Year ?
• Per Month ?
• Per Week ?
• Per Day ?
• Per Hour ?
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6. “ We are the best !”
Why we continue to fool ourselves
• Only 1 of 20 unhappy
patients bother to
complain.
• Others walk out of
your Laboratory and
tell ten others
about their
bad experience.
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7. Who is the most important
person in the Hospital ?
• Doctors ?
• Nurses ?
• MLTT ?
• Receptionist ?
• Accountant ?
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10. Dealing with unhappy patients
• Dissatisfaction
Mismatch between Expectation and Reality
• Satisfied patients will tell three other people
• Dissatisfied patients will tell 20 others.
• However, if you can satisfy an unhappy
patient, he will tell at least 50 others, and
become your most valuable ally !
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11. “The patient will never care
how much you know, until
they know how much you
care !”
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Remember…..
13. Are you a Manager ?
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Middle
Managers
First-Line
Managers
Operative Employees
Top
Managers
Which type of manager you are ??
Supervise
Others
Work
on Jobs
15. What is your Organization ?
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Is it Government Service of Sri Lanka ?
Is it Ministry of Sri Lanka ?
Is it a Government Hospital ?
Is It a Department of Pathology ?
Is it a Hospital Laboratory ?
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Goals
Low
Waste
High
Attainment
Means
Efficiency
Ends
Effectiveness
How Do We Define Management?
ResourceUsage
GoalAttainment
21. What have we herd about
Management ??
• Human Resource Management (HRM)
• Customer Relationship Management (CRM)
• Complaint Management
• Time Management
• Quality Management
• IT Management
• Knowledge Management
• Strategic Management
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22. Essential Elements of
Laboratory Management
• Human resource management
• Quality management systems
• Procurement and supplies management
• Laboratory equipment management
• Laboratory information management system
• Safety and waste management
• Laboratory finance management
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Informational
Decisional
Interpersonal
The Roles of
Management
The Mintzberg
Studies
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Specific Management Skills
• Handling conflicts
• Motivating employees
• Solving problems
• Handling information
• Growing and developing
• Controlling the environment
• Organizing and coordinating
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Management Competencies
• Initiate and implement changes and
improvement
• Monitor, maintain, and improve delivery
• Monitor and control the use of resources
• Allocate resources effectively
• Recruit and select personnel
Management Charter Initiative (MCI)
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Management Competencies
• Develop teams, individuals, and self
• Plan, allocate, and evaluate work
• Create, maintain, and enhance relationships
• Seek, evaluate, and organize information
• Exchange business information
Management Charter Initiative (MCI)
29. Definition
• “Management is the art of “knowing what you want
to do” and then seeing that it is done in the best and
cheapest way.
……F.W.Taylor
• Management as a process “consisting of planning,
organizing, actuating and controlling, performed to
determine and accomplish the objective by the use
of people and resources.”
……George R. Terry
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30. In this definition,
• Planning means Plan in advance.
• Organizing means coordination between human
resources and material resources.
• Actuating means motivation and giving direction to
subordinate.
• Controlling means to ensure about implementation
of plan without deviation.
Thus this definition tells that management is act of
achieving the organization objectives.
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32. Functions of Management
• It is a process of deciding the business objectives and
charting out the plan/ method for achieving the
same. This includes determination of what is to be
done, how, and where it is to be done, who will do it
and how result are to be evaluated.
This function expected to be carried out throughout
the organization. It should be performed by the
manager at all levels.
Planning
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33. Organizing
• According to Allen, the organizing refers to “ the
structured which results from identifying and
grouping the work, defining and delegating
responsibility and authority and establishing
relationships.”
• To organize a business is to provide it with everything
useful to its functioning i.e. personnel, raw materials,
machineries, capital etc.
• Once objectives are established, manager has to
develop plan to achieve them with help of human
resources as well as material resources.
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34. Directing
• Directing involves communication, leadership and
motivation.
Communication is the process of passing the
information and understanding it from one person to
other person.
Leadership is the function whereby the person or
manager guides and influences the work of his
subordinates.
Motivation is to motivate the employee to give their
best to the organization.
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35. Controlling
• The controlling involves
1. Establishing standards of performance.
2. Measuring current performance and comparing it
against the established standard.
3. Taking corrective action that does not meet the
standard.
Control compels the events to confirm to plans.
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36. Innovation and Representation
• These are also two important additional managerial
functions.
• Innovation means crating new ideas which may
either result in the development of new products or
finding new uses for older ones. It is necessary to
grow better.
• The manger has to represent himself for the
organization. A manger must win support effectively
from different groups (either internal or external).
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40. What are the other “Total…” available?
TQM - Total Quality Management
TPM - Total Productive Maintenance
TITS - Total IT Solutions
TCS - Total ??
TNAW - Total ??
TIM - Total Innovation Management
Everything Become as a “Total”
QC QA QM TQM
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41. Summary of TIM in Mind Map
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42. Creativity is the generation of
new ideas
Innovation is the process of
transformation of creative
ideas into desired outputs.
What is Creativity & Innovation?
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44. • What is strategy?
An action a company takes to attain superior
performance. In this context it means allocations
of resources. Resources may be same but if they
are combined in different ways some get superior
performance; some get ordinary performance.
Strategic Management studies the ways to make
superior performance.
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A central objective of strategic management
is to learn why this happens.
45. The Art and Science of Formulating,
Implementing, and Evaluating
Cross-Functional Decisions
That Enable an Organization to
Achieve It’s Objectives
What is Strategic Management ??
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46. Managers from all
functional areas listen and
discuss their views in
strategic management
meetings. This interaction
yields learning,
appreciation, and
understanding among
managers who otherwise
do not communicate with
each other
The Communications Benefits of
Engaging In Strategic Management
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47. Strategic Planning
• Rational planning by top management?
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Defining the Mission and Setting Top-Level Goals
External Analysis of Opportunities and Threats
Internal Analysis of Strengths and Weaknesses
Selection of Appropriate Strategies
Implementation of Chosen Strategies
Basic Strategic Planning Model
48. What are the elements of
Strategic Thinking?
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49. Mission and Goals
• Mission
– Sets out why the organization exists and what it
should be doing from point of view of customer.
• Major goals
– Specify what the organization hopes
to fulfill in the medium to long term.
• Objectives
– Objectives to be attained that lead to superior
performance.
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50. External Analysis
• Identify strategic opportunities and threats
in the operating environment.
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51. Internal Analysis
• Identify strengths
– Quality and quantity of resources available
– Distinctive competencies
• Identify weaknesses
– Inadequate resources
– Managerial and
organizational deficiencies
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52. Strategic Managers
• General managers
– Responsible for the overall (strategic)
performance and health of the total organization.
• Operations managers
– Responsible for specific business
functions or operations.
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53. Strategic Leadership
• Vision, eloquence, and consistency
• Commitment to the vision
• Being well informed
• Willingness to delegate and empower
• Astute use of power
• Emotional intelligence
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55. Key Words :
Management Process
The five basic functions of planning, organizing,
staffing, leading, and controlling.
Human Resource Management
The policies and practices one needs to carry
out the “people” or human resource aspects
of a management position, including recruiting,
screening, training, rewarding, and appraising.
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56. Key Words :
Authority
The right to make decisions, direct others’ work, and
give orders.
Ling Manager
A manager who is authorized to direct the work of
subordinates and responsible for accomplishing the
organization’s goals.
Staff Manager
A manager who assists and advises line managers.
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57. slsmls.org
57
What is motivation?
Basic motivational concepts
– Motivation—the forces within the individual that
account for the level, direction, and persistence of
effort expended at work.
– Reward—a work outcome of positive value to the
individual
– Extrinsic rewards—valued outcomes given to
someone by another person.
– Intrinsic rewards—valued outcomes that occur
naturally as a person works on a task.
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58. What is Human Resource Management ?
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59. Definition of HRM:
Human resource management is to make the
most productive use of human resource to the
greatest benefits of the organization and
individuals.
Organization: profits and social commitments.
Individuals: development and achievement.
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60. The importance of HRM
(1) People is the key factor of production.
(2) Productivity is the key to measure a nation’s
economic growth potential, and labor quality is the
key to improving productivity.
(3) Competition today is the competition for talents.
(4) Since man is the most uncontrollable and
unpredictable variable of all production variables,
organizational success depends on the management
of people.
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61. Functions of HRM
Conducting job analysis.
Planning future needs and supplies.
Recruiting and selecting employees.
Orienting and training employees.
Managing wages and benefits.
Performance appraisal.
Communicating (discipline and services).
Building employee commitment
(incentives).
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62. Line managers’ HRM responsibilities
a. Job placing.
b. Orienting new employees.
c. On-job training of employees.
d. Interpreting company policies and procedures.
e. Conducting job appraisals.
f. Controlling labor costs.
g. Labor protection and disciplines.
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63. Staff managers’ HRM responsibilities
a. A line function: directing and managing people in
the HRM department.
b. A coordinating function: coordinating HRM
activities across the organization.
c. Staff functions:
Same as the HRM functions plus labor relations and
collective bargaining with the trade unions.
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66. What is SWOT?
• SWOT is a business or strategic planning
technique used to summarise the key
components of your strategic environments.
• SWOT analysis (strengths, weaknesses,
opportunities, and threats analysis) is a
framework for identifying and analyzing the
internal and external factors that can have an
impact on the viability of a project, product,
place or person.
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68. SWOT is a summary of your
• Strengths
• Weaknesses
• Opportunities
• Threats
Internal
External
SWOT Analysis
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69. Internal vs. External
• Strengths and Weaknesses
are considered internal factors---meaning you as
the business owner can control them. How you
manage or market the business controls whether
it is a strength or weakness
• Opportunities and Threats
are considered external factors---meaning you
have little control over them. It is your job as a
business owner to respond appropriately .
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70. How to conduct SWOT Analysis?
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71. Activity
• Analyze the external and internal environment
of your laboratory
• Give your suggestions to convert threats into
opportunities and weaknesses into strengths
have been identify in your lab.
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73. Patient is the King
CRM is a MUST
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74. The 10 Commandments
1. The patient is never an interruption, the
patient is your work. Everything else can
wait !
2. Greet every patient with a smile.
3. Call patients by their name.
4. For patients, all staff members are
important as the doctor !
5. Never argue with a patient. Be a good
listener.
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75. The 10 Commandments
1. Don’t say, "I don't know.” Say “ I will
find out”.
2. The patient pays your salary - treat him
like your boss !
3. Choose positive words
4. Always go an extra mile. Exceeding
patient expectations is the best way of
keeping patients happy !
5. Brighten every patient's day. This will
make your own life happier.
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76. How to handle angry patients!
RAPSAND
• R = Re-establish rapport (empathy)
• A = Agreement (get the patient to say Yes)
• P = Problem (define this)
• S = Solution
• A = Ask Permission
(is the patient happy with the solution you have offered ?)
• N = Next step ( Follow up)
• D = Document
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77. Commonest complaints of patients
about hospitals
• Report Delay …
• Erroneous details
• Specimen mixing up?
• Quality not sure …
• No one to explain
• Unnecessary long time
• Rude staff
• Lack of transparency
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78. What is Complaint and
Complaint Management ??
• “An expression of dissatisfaction made to an
organization, related to its services, or the
complaints-handling process itself, where a
response or resolution is explicitly or implicitly
expected”
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79. What are the Action Steps ??
•Two way
•Informative
Communication
•Smile
•Empathy
Compassion
•Competitive
•Value based
Cost
•Expected
level
•Health
Cure
•Comfortable
•safe
Care
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80. 80
Recent experience
Activity-1 minute
• Turn to the person sitting next to you and
discuss a recent experience where you
handled a complaint, focusing on how you
reacted to your complaint
• Alternatively, discuss a recent experience
where you made a complaint, focusing on
how the business reacted to your
complaint
81. Our Reactions angst complains
• Ignore complaints
• Defensiveness
• Anger
• Concern re loss of trade, reputation
• Annoyance, time consuming, rectification costs
• Hindrance- wish they would just go away!
• Not believe, what the patient was saying
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These reactions are as a result of “negative attribution”
Blame is being attributed to us or our Laboratory.
A complaint is evidence that, in the customer’s view, we
have not met their expectations.
82. Come to your clinic as a patient
• “Mystery Patient”
• Helps you to think like a patient !
• Seeing things through the patient’s eyes
will make you more empathetic !
« Patient engagement, patient expérience
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83. How does this matter ?
• Happy patients have better treatment
outcomes !
• More compliant because they are engaged
• Laboratory errors.. “Can minimized – Cannot
Stop” They keep us on alert
• Less likely to sue, Can stop it before that…
• Happier patients heal better !
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84. 84
Two levels of messages in Complaints
• Example 1
– Surface message – product is not working as expected
– Underlying message – I don’t understand the new
technology, I need help
• Example 2
– Surface message- I am disappointed with the service
during my last visit/purchasing experience
– Underlying message – I am testing the value of my
loyalty to your business
85. Our mission and purpose
Should be…
To cure sometimes,
to relieve often,
to comfort always
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87. • Challenged to become managers, as well as technical
specialists.
• There are many pressures on the modern medical
laboratories, managers that may force it to not only
keep up to date but to move ahead in preparation for
the needs of the future.
• The work environment has changed with the
development of new technology. Laboratories have
always seen the need for change and development,
• Managers have increased pressure to improve
performance, tighten margins, improve quality and
negotiate professional barriers.
Medical Laboratory Managers
88. • Each laboratory must have a strategic plan that describes its
long-term goals, such as a move toward more automation or
molecular diagnostic techniques.
• Each employee’s role should be clearly defined, and written
job descriptions should be provided so personnel know what
they are expected to do.
• Therefore, it is a not an easy task for a manger to strike a
balance among the laboratory regulations, fiscal responsibility,
and employee competence and morale to maintain the
overall quality of patient care.
• it is appropriate to remember that the two most important
components of management are
• Common sense
• Open communication with laboratory staff
Medical Laboratory Managers