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
  • Priority: Weighing the importance of tasks to determine immediate precedence
  • Workflow: Organizing tasks to achieve a specified result
  • Standard Operating Procedures (SOPs): Written instructions that codify technical and administrative activity
  • 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
• 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 subordinates
  • Directing: Planning and overseeing the execution of a plan
  • Facilitation: Assisting participants to move through material in a logical and structured way
• • 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 for organizational planning
  • Environmental Analysis: Review of external and internal factors affecting laboratory performance
  • Vision and Mission Statements: Vision statement defines future expectations, mission statement defines organization's purpose
  • Goal: Desired outcome the organization aims to achieve
  • Metrics: Specific, quantifiable measurements indicating progress
• Strategic Planning:

  • Methodical and structured process
  • Defines mission and identifies directions
  • Develops a unified approach and prioritizes 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
• Priority:

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

  • Organizing tasks to achieve a specified result
• Standard Operating Procedures (SOPs):

  • Written instructions that codify technical and administrative activity
• 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 for organizational planning
• Environmental Analysis:

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

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

  • Desired outcome the organization aims to achieve
• Metrics:

  • Specific, quantifiable measurements indicating progress