unit 6&7

• Information Management


  A system that incorporates all the processes needed for effectively managing data—both incoming and outgoing patient information
• Information Management System


  • May be entirely paper-based, computer-based, or a combination of both
  • Elements to consider: unique identifiers for patients and samples, standardized test request forms, logs and worksheets, checking processes to assure accuracy of data recording and transmission, back up plan for data, protection against loss of data, protection of patient confidentiality and privacy, effective reporting systems, effective and timely communication
• Communication


  The process in human relations of passing information and understanding from one person to another
• Interdepartmental Communication


  The transmission of information between or among departments
• Intradepartmental Communication


  The transmission of information within the department
• Public Relations


  The way of the organization or the company to communicate to the public or the media, usually there's a spokesperson in charge to directly communicate with the aim of creating a positive image and strong relationship with clients or customers
• Personnel Management


  Also known as Personnel Administration or Human Resource Management
• 10 Commandments of Human Relations

  • Speak to people
  • Smile at people
  • Call people by their name
  • Be friendly and helpful
  • Be cordial
  • Be genuinely interested in people
  • Be generous with praise
  • Be considerate with the feelings of others
  • Be alert to give service
  • Be thoughtful of the opinions of others
  • Have a good sense of humor
• Personnel Management


  • The face of management concerned with the engagement
  • Effective utilization of manpower
  • Obtain optimum efficiency of human resources
• Personnel Program


  • Employment
  • Safety
  • Employee relations
  • Research and Standard
  • Employee services
• Ways to Communicate


  • Informal Talks
  • Planned Appointments
  • Telephone calls
  • Interoffice memos
  • Letters
  • Reports
  • Informal staff meetings
  • Planned Conference
  • Mass meeting
  • Bulletin Board Notices
  • Posters
  • Exhibits and Display
  • Visual Aids (Films, Filmstrips)
• Personnel Policies


  • The statement of intention
  • Commits the laboratory manager
  • General course of action
  • To accomplish a specific purpose
• Categories of Communication


  • Vertical (Downward, Upward)
  • Horizontal/Lateral
  • Diagonal
• Changes in Personnel Policies

  • Changes in Job Specifications/Changes in work assignment and hours
  • Employee's health and safety
• Upward Communication


  When subordinate communicates directly to his supervisor or superiors
• Functions of Personnel Manager

  • Recruitment, Selection & Planning
  • Orientation of New Staff
  • Wage and Salary Administration
  • Keep Employee Records
  • Employee Rating and Promotion
  • Professional Growth and Development
  • Corrective Action/Employee Discipline
  • Employees Integration
  • Services for Employees

  
• Don'ts of Upward Communication

  • Don't try to shield the boss
  • Don't try to over protect yourself
  • Don't think that the need to discuss a problem will just disappear if you don't say anything
  • Don't be afraid of the result of communications
  • Don't neglect to communicate because you are not directly responsible
  • Don't rely on someone else to send the word upward
  • Don't think you must have a solution before you discuss a problem
  • Don't use upward communication to blow your horn
• Sources of Labor


  • Internal Sources
  • External Sources
• Downward Communication


  When a superior or supervisor communicates directly to his subordinates
• Process of Personnel Selection

  1. Posting or advertising job vacancies

  2. Reception of applications/applicants

  3. Preliminary Interview

  4. Interview

  5. Employment Tests

  6. Reference Check

  7. Selection

  8. Job offer/Hiring

  9. Introduction of the new employee
• Horizontal Communication


  The flow of information between colleagues and peers
• Personnel Interview


  Pre-employment interview by the manager is necessary in order to increase the accuracy of prediction on the applicant
• Diagonal Communication


  The flow of information between positions that are on different lateral planes and activities of the organizational structure
• Pointers in Personnel Selection

  • An applicant who has held 3 to 4 jobs within the past five years is a high risk
  • Recent emotional crises in an individual may lead to emotional instability
  • If the writing is sloppy, it may indicate a generally careless attitude
  • Over-qualification is about as bad as under-qualification
  • Check if the reference is a
• Blow your horn


  Make sensible complaints or reasonable suggestions to supervisors
• There are three things about impressions
• Downward communication


  • Top level management used this kind of communication in informing employees about their decisions, policies, procedures, and sending of memos
  • Communicating to subordinates for special task, announcement or memos
• Things about impressions


  • Sometimes close to truth
  • Sometimes dangerous
  • Always based on limited information
• Horizontal communication


  • It is needed to coordinate within a department, among team members and among different departments
• Diagonal communication


  Flow of information between positions that are on different lateral planes and activities of the organizational structure
• An applicant who has held 3 to 4 jobs within the past five years

  • Is a high risk. Chances are this person is a job hopper
• Recent emotional crises in an individual


  • May lead to emotional instability for a period of time
• Diagonal communication


  • This may be interdepartmental or communication between one function to another
  • Diagonal communication occurs between laboratory personnel and the human resources department; or between laboratory management and nonmanagerial members of other departments such as the purchasing personnel or the nursing staff
• Sloppy writing


  • May indicate a generally careless attitude
• Unanswered items in the application form

  • Indicate forgetfulness or evasiveness
• Over-qualification


  • Is about as bad as under-qualification
• Reference is a close friend or relative of the applicant


  • Should be checked
• What subordinates want from the boss

  • Back up the subordinates' decision
  • Tell subordinates what he (the boss) expects of them and how they are going
  • Give recognition for work well done
  • Be interested in subordinate as people-make them feel they belong
  • Provide good leadership and be competent for the job
  • Give constructive criticism
  • Tell the why of jobs
  • Follow the chain of command
  • Pass along information both up and down the line
• Lengthy or ambiguous medical history

  • There is a good chance that the applicant is either in poor health or somewhat neurotic
• Person who works for financial reasons

  • Is likely to be a more stable employee than the person who is economically independent