The document outlines key aspects of laboratory management, emphasizing the roles and responsibilities of laboratory managers, supervisors, and directors. It discusses the importance of strategic planning, effective communication, and various management styles, such as management by objectives and management by exception, in achieving organizational goals. Additionally, it covers crisis management, organizational planning, and the principles of delegation and controlling within a laboratory setting.

1. Laboratory management and
practice

2. • An ongoing process that seeks to efficiently
achieve the objectives of medical laboratory

3. Leadership and management

4. Role of laboratory supervisors,
managers, and directors

5. Laboratory manager/in charge
• A good manager studies management as a daily
practice. The high performance manager is:
A strategist: one who looks to the future
A problem solver: one who uses his/her factors
under his/her control to redirect the course of
action to achieve the organisation objectives.
A teacher: one who guides and helps others to
identify and solve problems

6. Laboratory plan
• Each laboratory must have a strategic plan that
describes its long term goals, such as move
toward more automation or any modern
diagnostic techniques.
• Each employee’s role should be clearly defined,
and written job descriptions should provided so
personnel know what they are expected to do.
Therefore, it is not an easy task for a manager to
strike a balance among the clinical laboratory
regulations, fiscal responsibility

7. and employee competence and morale to
maintain in 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.

8. Laboratory director
• Must be a physician or a doctoral scientist
qualified to assume professional, scientific,
consultative, organizational, administrative, and
educational responsibility for the services offered
by the laboratory.
• Or a laboratory technologist or depending on the
policy of a particular country.
• Must have sufficient training and experience in
clinical medicine, sciences basic to medicine,
clinical laboratory.

9. Duties of a laboratory director
• Interpretation, correlation and communication
of laboratory data.
• Interaction with physicians or medical staff,
patient and administration.
• Monitoring of standard of performance,
quality control, QI
• Provision of education programs, planning,
research

10. • Ensuring sufficient personnel with adequate
documented training and experience to meet
the needs of the laboratory.
• Must be a decision maker in all laboratory
equipments and supplies.

11. Laboratory supervisor
• Bachelor degree in chemical or clinical
laboratory/ medical technology science with
at least one year experience
• Responsible for day to day supervision of
laboratory operation, as well as personnel
performing testing and reporting test results.

13. Setting up a laboratory
• Most health centre laboratories in south
sudan consist of a single where all major
laboratory activities are carried out

14. Furniture
• Place a table and two chairs in the main
laboratory room near the exit door for use as
the reception desk.
• Place stools under benches wherever a space
has been set aside.
• Place a long bench outside the laboratory
room, preferably sheltered from rain and sun,
in the waiting area for patients

16. Major equipments
• Place the haemoglobinometer or colorimeter
on the bench close to power outlet and near
reception desk.
• Place the microscope on the bench, close to
power outlet facing the window.
• Place the centrifuge on the bench, close to the
sink and away from the microscope.
• Place the weighing scales on the bench, away
from the door windows.

17. • Place the neubauer chamber in a drawer or
cupboard close to the microscope.
• Place the pressure cooker or steam sterilizer In
a cupboard until required.

18. Minor equipments
• Place staining rack over the staining sink. Place a
pair of forceps on the rack.
• Place a slide drying rack on the bench near the
staining sink.
• Place the glassware drying rack on the wall above
the staining sink.
• Place the candle water filter or aspirator bottles
at the staining sink.
• Place the spirit lamp filled with technical
methanol close to the staining sink.

20. Management styles
• There are two styles of management namely;
1. Management by objectives
2. Management by exceptions

21. Management by objectives
• Management by objective(MBO) also known as
management by result was developed by Peter
Drucker. It is a performance management in
which a balance is sought between the objectives
of employees and the objectives of the
organization/lab.
• The essence of management by objective is to
determine joint objectives and provide feedback
on the results. Setting challenging but attainable
objectives promotes motivation and
empowerment of employees.

22. Conditions that must be met
• Objectives are determined with employees.
• Objectives are formulated at quantitative and
qualitative level.
• Objective must be challenging and motivating.
• Daily feedback on the state of affairs at level of
coaching and development state management
report.
• Rewards for achieving the intended objectives is a
requirement.

23. • The basic principle is growth and development
not punishment

24. (Peter Drucker’s) Steps to put M.B.O
into practice
1. Determine or revise the organizational objectives;
these objectives stem from mission and vision.
2. Translating the organizational objectives to
employees; in order to make organizational
objectives organization-wide, it is important to
translate them to employee level. These objectives
must be S.M.A.R.T(specific, measurable, acceptable,
realistic and time bound)
3. Stimulate the employees in the determining of the
objective; the starting point is to have each
employee in the determining of personal objectives

25. That are in line with organizational objectives.
4. Monitoring of progress; because the goals are
smart, they are measurable.
5. Evaluate and reward achievements; A
comprehensive evaluation is essential. As
goals and objectives have been SMART
formulated, they make the evaluation of the
process very easy.

26. Advantages of management by
objectives
• Improved performance. MBO is result oriented
process.
• Greater sense of identification. The individual
members of the organization have greater
identification with company goals.
• Maximum utilization of human resources. Since
the goals are set in consultation with
subordinates. These are more difficult and
challenging to achieve than if imposed on the
subordinates.

27. • No role ambiguity. There is no role confusion
because specific goals are set for the
organization, for the division of departments
and for the individual members.
• Improved communication between
management and subordinates.
• Improved organizational structure. The whole
organization is redesigned because of revision
of job description.

28. • Device for organizational control. In case of
any deviation discovered between actual
performance and the goals, these can be
regularly and systematically identified
evaluated and corrected.
• Career development of the employees; MBO
provides realistic means of analyzing training
needs and opportunities for growth for the
employees.

29. • Result based performance evaluation. This
allows the subordinates to know how well
they are performing.
• Stimulating the performance of the
employees. Especially when they partcipate in
goal setting

30. Limitationsdisadvantages of
management by objectives
• Lack of understanding of systems commonly
results into misapplication of objectives.
• Setting production targets will encourage workers
to meet those targets through whatever means
necessary, which usually results in poor quality.
• It over-emphasizes the setting of goals over
working of the plan as a driver of outcomes.
• It under-emphasizes the importance of the
environment or context in which the goals are
set.

31. • Lack of support of top management; in traditional
organizations, the authority is vested on the top
management and it flow from top to bottom. In
MBO, subordinates are given equal opportunity
of participation which is resented by top
management.
• Resentful attitudes of subordinates towards the
system of MBO. This happens when setting goals.
They may be under pressure with the
management and the objectives which are set
may be unrealistically to high or rigid.

32. • Difficulties in quantifying goals and objectives.
MBO is only successful if the goals set can be
quantified. Where goals cannot be measured,
it is not workable.
• It is costly and time consuming; there is a lot
of paper work, meetings and reports.
• Emphasis on short term goals like 6 months.
This is because goals are measured

33. • Lack of adequate skills and training; most of the
managers lack adequate skills, knowledge and
training required in interpersonal interaction
which is required in the MBO. Many managers sit
down and dictate the goals with no input from
subordinates.
• Poor integration; with other system like
forecasting and budgeting is very poor.
• Lack of follow up due to set/rigid time for
meeting and reporting.

34. • Difficulty in achieving group goals especially
when goal of one department depends on the
other department, cohesion is difficult to
maintain.
• Inflexibility. MBO makes the organization rigid.
• Limited application. It is applicable at managerial
level but not appropriate for all levels of
employees especially at lower level.
• Long gestation period. 3-5 years to implement.

38. Management by exception
• It is a system of identification and
communication that signals the manager as
when and where his attention is needed.
• the main of objective of this system is to
enable the manager to identify and isolate the
problems that call for decision and action, and
avoid or ignore or pay less attention to less
critical problems which are better be solved
by his subordinates

39. • Under this system the manager should receive
only condensed, summarized and invariable
comparative reports covering all the exceptions
of the past averages and standards pointed, both
the specially good and specially bad exceptions.
• This gives him full view of the progress in few
minutes of time. Thus by using the experience in
a systematic way (i.e having the knowledge of
the past attainment) a careful analysis is made
with reference to existing records and standard of
performance.

40. Advantages of management by
exception
• It saves time. The manager attends to real
problems at a particular point of time.
• Concentrated efforts are possible, as this
system enables the manager to decide when
and where he/she should pay attention. It
identify crisis and critical problems.
• Lesser number of decisions is required to be
taken, which enable the manager to go into
detail.

41. • It allows to increase span of control and
activities for a manager.
• Use of past trends, history and available data
can be made fully.
• It allows the management about good
opportunities as well as difficulties.
• Qualitative and quantitative yardsticks are
provided for judging the current position.
• It prevents management from over managing.

42. Limitations/disadvantages of
management by exception
• It requires comprehensive observing and
reporting system.
• It increases paper work.
• Some important factors, like human behavior,
are difficult to measure

43. Phases of management by exception
system
• Phase 1: Measurement phase:
• In this phase, facts of operational situation are
collected and assessed i.e use of performance of
its whole range inputs such as efforts
contributing to the goal of the laboratory; its
productivity, money flow, effectiveness of
financial resources being used to produce goods,
services, profits; availability and waste of
reagents and its economy from its purchase
through processing and storing to delivery.

44. • The information about all these factors are
utilised by way of quantitative measurement
like using time standards, balance sheet data,
inventory data, inspection, current reagents,
equipment and instrument utilisation.

45. Phase 2: projection phase
• In this phase, analysis of those measurements
which are meaningful to the objective of the
laboratory for future outlook or expectations
is carried out.

46. Phase 3. selection phase
• In this phase, those vital and economical
available measures are selected, which will
best indicate the progress towards its
objectives.

47. Phase 4. Observation phase
• In this phase, current status of performance is
periodically observed and measured. The
system should be reliable, automatic and
adequate.

48. Phase 5. Comparison phase
• Comparison is made between actual and
expected performance and progress in order
to identify exception, analyse causes and
report the need for action to appropriate
authority about the exceptions that required
priority of attention.

49. Phases 6. Action phase
• This is where decisions are taken and
implemented with the view to bring
performance to the desired level or adjust in
anticipations to reflect changing conditions or
take full advantage of better performance or
opportunity.

50. Crisis management
• A crisis is a time of intense difficulty, trouble or
danger
• Crisis management Is the application of strategies
designed to help an organization deal with a
sudden and significant event.
• A crisis can occur as a result of unpredictable
event or unforeseeable consequence of some
event that has been considered as a potential
risk. In either case, crises almost invariably
requires that decisions be made quickly to limit
the damage to the organization.

51. Crisis management goal
• Crisis management seeks to minimize the
damage crisis causes. However, this does not
mean hat crisis management is the same as
crisis response. Crisis management is a
comprehensive process that is put into
practice before a crisis even happens

52. Recovery crisis management versus
risk management
• Before crisis begins, a pre crisis planning aims
to identify risk and then find ways to mitigate
or lessen those risks. Note that crisis
management and risk management are two
different things. Risk management means
looking for ways to minimize risk. Crisis
management involves ways to figure out how
to respond when an incident does occur

53. Stages of crisis
• Warning and risk assessment: to identify risks
and plan for ways to minimize those risks and
their effects
• Crisis response and management: when crisis
occurs, crisis manager is responsible for
directing the organization’s response in
accordance to its established management
plan.

54. • Post crisis and resolution: after crisis subsides
and business begins to return to normal, the
crisis manager should continue to meet with
members of the crisis management team,
especially those from legal and finance
department to evaluate the progress of
recovery efforts.

55. Best practices for managing crisis
• Develop a plan before you need it.
• Respond in a timely manner.
• Delegate responsibilities and minimize
miscommunication
• Consult legal and crisis management
professionals.
• Prioritize your team.

56. Crisis management plan
• Create or update your crisis management
plan.
• Get a dedicated crisis team in place.
• Create a clear strategy for communication.
• Get and give out reliable data.
• Worst case. How long it will last.

57. Planning
• Planning is the process of defining an institution's
reason for existing, setting goals for realizing full
potential, and creating increasingly discrete task
to meet those goals.
• Strategic plan is the company’s big picture
• Tactical strategy. Describes how a company will
implement its strategic plans
• Operational plan. Covers what needs to happen
continually, on day to day basis in order to
execute tactical plans.

58. • Contingency plan. It is a plan incase crisis
happens can be implemented.

59. Steps of organizational planning
• Develop a strategic plan. Perform
SWOT(strength, weaknesses opportunities
and threats)
• Translate the strategic plans into tactical steps.
• Plan daily operations
• Execute the plans.
• Monitor progress and adjust plans.

60. Conducting interviews and meetings
• Prepare your questions. Before you meet
candidates face to face, you need to figure out
exactly what you are looking for in a new hire so
that you ask the right questions during the
interview.
• Reduce stress. Candidates find job interviews
stressful of the many unknowns.
• Involve only few people when making decision
• Assess potentials. Budget two hours for the first
interview.

61. • Ask real solutions.
• Consider cultural fit but don’t obsess.
• Sell the job

62. Principles of organizing
• Organizing is a systematic process of arranging
things. There are twelve principles of organizing
namely;
• Principle of work specialization.
• Principle of unity of command.
• Principle of delegation.
• Principle of control or supervision.
• Principle of simplicity(not complex or
complicated structure)

63. • Principle of flexibility
• Principle of functional definition( especially
for authority and employees).
• Principle of balance (equal treatment/work
load)
• Principle of coordination.
• Principle of accountability and responsibility.
• Principle of objectives/target

64. structure
• An organizational structure is a system that
outlines how certain activities are directed in
order to achieve the goals of the organization.
It determines how information flows between
levels within the company. It also defines
employee’s job and how it fits in overall
system.
• The structure can be centralized or
decentralized.

65. Types of structures
• Divisional or multidivisional structure.
• Flatarchy structure. Flattens hierarchy and
chain of command and gives employees a lot
of autonomy.
• Functional structure also called bureacratic
organizational structure. Act of dividing into
departments.
• Matrix structure. It is where an employee can
serve multiple tasks/

66. Benefits of organizational structure
• Faster decision making
• Multiple business locations.
• Improved operating efficiency.
• Greater employee performance.
• Eliminates duplication of work.
• Reduce employee conflict.
• Better communication.

67. Relationship
• It is the way in which two or more concept,
objects or people are connected or state are
being connected.
• Organizational relationships are: intra-
organizational, organization-customer, and
business cluster.

68. Intra-organizational relationship
• Is a relationship maintained internally
between departments, division and
employees of an organization

69. organization-customer relationship
• It is the process by which business or
organization administers its relationship with
customers or clients.

70. Business cluster
• Is the geographical concentration of
interconnected businesses, suppliers and
associated institutions in a particular field.

71. Delegation
• Delegation is the act of assigning task,
authority to other members of your team. It
improves efficiency and decrease the burden
on your shoulders. It is also a way to develop
others and free yourself up for more strategic
work.

72. Benefits of delegation
• Gives you time and ability to focus on higher
level task.
• Gives others to learn and develop new skills
• Develop trust between workers and improves
communication.
• Improves efficiency, productivity and time
management

73. Why it is difficult for some people to
delegate
• Lack of time
• Identity
• Emotional attachment
• Guilt. Especially assigning people you don’t have
authority over them.
• Trust
• Fear of failure
• Authority
• Rewards

74. Qualities considered before delegating
• Choose an ambitious person
• Resourceful person
• A listener
• Detail oriented

75. Controlling
• Is the process of assessing the organization
progress toward accomplishing its goals.
Importance of controlling
• Helps in accomplishing organizational goals.
• Judging accuracy of standards
• Making efficient use of resources
• Improving employee motivation
• Ensuring order and discipline
• Facilitating coordination in action

76. Span of control
• Span of control is the number of subordinates
under one manager. There is no limit to the
numbers of span of control.
• There are two types of span of control namely
1. Wide span of control. This is where a large
number of subordinates is supervised by one
supervisor.
2. Narrow span of control. Is where a small
number of subordinate is supervised by their
head.

77. Importance of span of control
• Limitation of time by head for the head of
organization to supervise all divisional
employees.
• Limited capacity especially human energy to
deal with large number of employees hence
span of control.
• Span of attention. People pay attention to
specific people and work to certain level.

78. • Communication. Should be effective so that
what is said is well understood.
• Psychological factor. Different employees have
different personalities, attributes and abilities.
The head must understand every employee
through span of control.
• Growth chances. Span of control helps to
manage properly as every division has its own
roles and specific reporting to specific person.

79. Control systems and techniques
• Traditional types of control techniques include:
 Budgetary control
 Standard costing
 Financial ratio analysis eg balance sheet
 Internal audit
 Break-even analysis where a business does not
make profit or loss
 Statistical analysis

80. Staffing in an organization
• Is the process of hiring eligible candidates in
the organization or company for specific
position.

81. Job descriptions
• Is a summary of essential responsibilities,
activities, qualifications and skills of a role. A
job description should include important
company details like mission culture and any
other benefits it provides to employees. It
may also specify to whom the position reports
and salary range.
• Make your job titles specific eg position for lab
technician, technologist etc.

82. • Use simple language. Avoid internal lingo.
• Job summary. The summary should provide
the over view of your company and
expectations for the position.
• Also outline the core responsibilities of the
position.
• You may need to highlight the day to day
activities of the position.

83. • Specify how the position fits into the
organization
• Include list of hard and soft skills ie
qualifications.
• make sure your list is concise.
• Include salary range and benefits but this is
not common in south sudan.
• List out your top perks and benefits like tea,
lunch etc.

84. Recruitment
• Recruitment refers to the process of identifying,
attracting, interviewing, selecting, hiring and
onboarding employees. There 15 steps in
recruiting;
 Identify the hiring need
 Devise recruitment plan
 Write job description
 Advertise the position
 Recruit the position

85.  Review the applications
 Phone interview/initial screening
 Interviews
 Applicant assessment
 Background check
 Decision
 Reference check
 Job offer

86. • Hiring
• Onboarding
Types of recruitment
• Internal recruitment. Filling vacancy with
existing employees from within the
organization
• Retained recruitment especially when the
organization hires a recruiting firm

87. • Contingency recruiting. From an outside firm.
• Staffing recruitment. (through agency)
• Outplacement recruiting. Is an employer
sponsored benefit which former employees
transition into new jobs.
• Reverse recruiting. Encouraging employees to
seek employment with different organization
that offer better fit for their skill set.

88. Placement
• Is the process of connecting the selected
person and the employer in order to establish
an ongoing employment relationship. A well
placed employee can be an asset to the
organization. A candidate who passes
placement will then be offered the job.

89. Benefits of placement
• Improves the morale of employees
• Reduces employee turnover
• Decrease accident rates
• Enhances labour productivity
• Clarifies expectations

90. Retention
• Is an organization’s ability to prevent
employee turnover or number of people who
leave their job in a certain period of time,
either voluntarily or involuntarily.
• Employee retention is a high priority for
leading HR organization today.
• Employee retention matters because replacing
employees cost businesses a lot.

91. Benefits of employee retention
• Reduces cost.
• Recruitment and training efficiency
• Increased productivity
• Improved employee morale.
• Experienced employees.
• Better customer experience
• Improved employee satisfaction and experience
• Stronger corporate culture
• Increased revenue

92. Causes of turnover
• Personal reasons
• Work life balance eg long hours of work
• Incompatibility between employer and
employee as a result of poor hiring.
• Work relationship eg conflicts with boss.
• Lack of opportunity for career development.
• Financial reasons

93. Upward mobility
• The ability for employees to enter one level
and climb a ladder of jobs with progressive
more responsibility and benefits. This happens
through:
 Promotion that offers career growth
 A complete change in role or occupation that
benefits a person’s career growth.

94. Importance of upward mobility
• Employees stay with the company for longer
period
• Employees are fully trained in their company’s
procedures
• Employees Posses growth mindset.
• Employees become part of a strong leadership
pipeline.
• Employees feel engaged in their roles

95. Staff/employment separation
• Refers to the end of an employee’s working
relationship with a company. This can happen
when an employment contract or an at-will
agreement between an employer and an
employee ends.
• Below is a list of employment separation.

96. Termination
• It is the most common and popular method of
separation. There are several types of
employment separation that fall under this
category that may provide guidance to
employers or employees seeking change. Here
are some ways of termination

97. • Constructive discharge: This is when an
employee finds work environment
challenging, even after attempting to improve
the situation multiple times, leaves the
company.
• Layoff: is terminating an employee who is not
at fault but due to changing business needs
like acquisition and restructuring.

98. • Termination by mutual agreement: occurs
when the employee and employer agree to a
separation. It benefits both parties by giving
employer more time to recruit a new person
and employee to plan for next phase of their
career.
• Involuntary termination: Is when an employer
chooses let go of an employee even when an
employee is still willing and capable to work.

99. • Voluntary termination: when an employee leaves
a company at own free will. Example if an
employee finds a job some where or retires.;
• Temporary job or contract ends.
• Firing: when an employee and employer are not
at match.
• Termination for a cause. It may be uneasy news
but employee may accept it and use employers
feedback to improve themselves professionally.

100. • Termination with prejudice: happens if the
employer don’t plan to hire the employee
again for the same job.
• Termination without prejudice: happens if
the employer has the plan to hire the
employer again for the same job.
• Wrongful termination: When an employer
dismisses an employee unlawfully

101. Resignation
• Voluntary resignation: When an employee
leaves a job for his or her benefit. Employee
notify employer at least two weeks earlier.
• Forced resignation: An employer may ask an
employee to resign or else the company must
let them go.

102. Retirement
• Voluntary retirement: this is the process of
resigning from your company voluntarily.
• Phased retirement: it applies to older
employees.
• Mandatory retirement:

103. Furlough
• It refers to temporary unpaid leave from a job:

104. Reasons for (employment) separation
• Employee performance: if an employee’s
work don’t align with employers expectations.
• New job opportunity.
• Finances: through furlough or lay off to save
money to sustain the company.
• Retirement;
• Relocation especially by employee.
• Change in family dynamics

105. Staff death