LABMAN

• • Organizational Chart: Diagram showing relationships among functional areas within an organization
  • Performance Evaluation: Formal feedback on job performance
  • Policies: Internally generated rules that establish behavioral expectations within the laboratory
  • Priority: Weighing the importance of tasks to determine immediate precedence
  • Workflow: Organized tasks to achieve a specified result
  • Standard Operating Procedures (SOPs): Written instructions codifying technical and administrative activity in the laboratory
  • Administration: Managerial work with a service orientation
  • Business Ethics: Doing the right thing in the workplace, related to products, services, and stakeholders
  • Conflict of Interest: A situation where personal interests may influence duties
  • Contingency Theory: Decision-making strategy considering all aspects of the current situation
  • Human Relations Movement: Management approach focusing on worker needs
• • Total Quality Management: Focus on customer needs for product and process improvement
  • Situational Management: Addressing immediate needs recognizing no best way to get a job done
  • Operations Management: Utilizing techniques to promote efficiency and effectiveness
  • SWOT Analysis: Appraising strengths, weaknesses, opportunities, and threats
  • Environmental Analysis: Review of external and internal factors affecting laboratory performance
  • Vision and Mission Statements: Vision statement articulates future expectations, mission statement defines organization's purpose
  • Goal: Desired outcome the organization aims to attain
  • Metrics: Specific, quantifiable measurements indicating progress
• Management Functions:

  • Objectives: Provide an overview of basic management principles and practices in a laboratory or clinical setting
  • Strategic Planning: A methodical process where an organization defines its mission, identifies directions, develops a unified approach, prioritizes goals, assigns accountabilities, and allocates financial resources
  • Strategy: An artful means to a defined objective or goal
  • Accountability: An individual's obligation to be responsible for their actions within the work environment
  • Coaching: Providing guidance, direction, motivation, and support to improve job performance
  • Communication: The exchange of information within an organization, in various forms
  • Delegation: Assigning specific tasks to accountable subordinates
  • Directing: Planning and overseeing the execution of a plan
  • Facilitation: Assisting participants to move through material in a logical and structured way
• Strategic Planning:

  • Methodical and structured process
  • Organization defines its mission
  • Identifies directions and develops a unified approach
  • Prioritizes long and short-term goals
  • Assigns accountabilities and allocates financial resources
• Strategy:

  • An artful means to a defined objective or goal
• Accountability:

  • Individual's obligation to be responsible for their actions within the work environment
• Coaching:

  • Provides guidance, direction, motivation, and support to improve job performance
• Communication:

  • Exchange of information within an organization
  • Can be written or spoken, verbal or nonverbal, formal or informal
• Delegation:

  • Assigning specific tasks to an accountable subordinate
• Directing:

  • Planning a specific action and actively overseeing the execution of a plan
• Facilitation:

  • Assisting participants to move through material in a logical and structured way
• Organizational Chart:

  • Diagram showing relationships among functional areas within an organization
• Performance Evaluation:

  • Formal feedback on job performance
• Policies:

  • Internally generated rules that establish behavioral expectations within the laboratory
• Priority:

  • Weighing the importance of tasks to determine immediate precedence
• Workflow:

  • Tasks organized and accomplished in a particular way to achieve a specified result
• Standard Operating Procedures (SOPs):

  • Written instructions codifying technical and administrative activity in the laboratory
• Administration:

  • Managerial work with a service orientation
• Business Ethics:

  • Doing the right thing in the workplace, related to products, services, and stakeholders
• Conflict of Interest:

  • A situation where personal interests may influence duties
• Contingency Theory:

  • Decision-making strategy considering all aspects of the current situation
• Human Relations Movement:

  • Management approach focusing on worker needs
• Total Quality Management:

  • Focus on customer needs for product and process improvement
• Situational Management:

  • Addressing immediate needs recognizing no best way to get a job done
• Operations Management:

  • Utilizing techniques to promote efficiency and effectiveness
• SWOT Analysis:

  • Appraising strengths, weaknesses, opportunities, and threats
• Environmental Analysis:

  • Review of external and internal factors affecting laboratory performance
• Vision and Mission Statements:

  • Vision statement articulates future expectations
  • Mission statement defines organization's purpose
• Goal:

  • Desired outcome the organization aims to attain
• Metrics:

  • Specific, quantifiable measurements indicating progress
• Management is the art of knowing what needs to be done and ensuring it is done in the best possible manner
• Management involves forecasting, planning, organizing, commanding, coordinating, and controlling activities towards common goals
• Management is the coordination of all resources through planning, organizing, directing, and controlling to achieve stated goals
• Management is a social and technical process that utilizes resources, influences human action, and facilitates changes to accomplish organizational goals
• Management is a process of working with and through others to achieve organizational objectives in a changing environment, emphasizing the effective and efficient use of limited resources
• The functions of management include planning, organizing, staffing, directing, and controlling
• Planning involves defining goals, deciding activities, and determining resources needed to achieve organizational goals
• Organizing includes directing, motivating, communicating with employees, conflict resolution, and coordinating authority and responsibility relationships
• Staffing encompasses recruiting, selecting, appointing employees, training, maintaining relationships, evaluating performance, and deciding on remuneration and promotions
• Directing involves giving direction to employees, leadership, motivation, and regular communication with them