Laboratory Managers

LABORATORY
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WHO ARE MANAGERS?
A manager is a person employed to
manage someone else’s business.
They give direction to an organization,
provide leadership and decide how to
use organizational resources to
accomplish goals.
Managers get things done through
people and have the responsibility of
planning, organizing, directing and
controlling available resources.
MANAGERIAL ROLES
 Tomeet the many demands of performing their

functions, managers assume multiple roles.
A role is an organized set of behavior.
 In
the late 1960’s, Henry Mintzberg followed five
chief executives and jotted down whatever
they did. When he analyzed the information, he
was able to identify 10 roles that the managers
played.
MANAGERIAL ROLES
MINTZBERG’S 10 MANAGERIAL
ROLES:
MANAGERIAL ROLES
 Interpersonal roles- lie on the manager’s
relationship or interaction with subordinates
and co-managers. The three interpersonal
roles are:
 figurehead role- the manager represents the
organizations in all matters of formality. The top-
level manager represents the company legally and
socially to those outside of the organization.
 liaison role- the manager interacts with peers and
people outside the organization.
 leader role- defines the relationship between the
manager and employees. (e.g. The manager hires
and motivates employees.)
 Note: The direct relationships with people in
the interpersonal roles place the manager in a
unique position to get information.
MANAGERIAL ROLES
 informational roles- informational aspects of
managerial work
 monitor role- the manager receives and
collects information.
 disseminator role- the manager transmits
special information into the organization.
 spokesperson role- the manager
broadcasts the organization’s information
into its environment.
 Note: The unique access to information
places the manager at the center of the
organizational decision-making.
MANAGERIAL ROLES
 decisional roles- the most crucial role of a manager
for there are various decisions that he must make.
 entrepreneur role- the manager initiates change.
(decide new programs or projects)
 disturbance handler role- the manager deals with
threats to the organization.
 resource allocator role- the management chooses
where the organization will expend its efforts.
 negotiator role- seeks to negotiate solutions
between other managers, unions, customers and
other share holders.
MANAGERIAL SKILLS
 Robert Katz (1974) classified three

basic types of management skills
required to perform tasks
effectively and efficiently:
 Technical skill (operational ability etc.)
 Human skill (people handling, motivation)
 Conceptual skill (integration)
MANAGERIAL SKILLS
 Technical skill (operational ability etc.)

 This includes mastery of methods,
techniques and equipment involved in
specific functions
 also include specialized knowledge,
analytical ability, and the competent use
of tools and techniques to solve problems
in a specific discipline.
MANAGERIAL SKILLS
 Human skill (people handling, motivation)

 It is the manager’s ability to work with and
through other people and to work
effectively as a group member
 demonstrated in the way a manager
relates to other people including ability to
motivate, coordinate, lead, communicate
and resolve conflicts.
MANAGERIAL SKILLS
 Conceptual skill (integration)

 It is the cognitive ability to see the
organization as a whole and the
relationship among its parts
 involves the manager’s thinking,
information processing and planning
abilities.
LEVELS OF MANAGEMENT
 The extent to which managers perform the

functions of management- planning,
organizing, directing and controlling varies
by level in the management hierarchy:
 Top Managers
 Middle Managers
 Front/First Line Managers
Figure 1.3 Managerial Levels
 Top managers
 Chief/Assistant Pathologist/
Department Chaiperson
 accountable for the overall management of the clinical
laboratory
 spend most of their time in planning and organizing
 determines the mission and sets the goals for the
organization
 frequently referred to as the executives of an organization
 primary function: long-range planning
 Middle Managers
 Chief Medical Technologist
 implement top management goals
 mainly concerned with the translation of basic
policy into operational policy, plans & actions
 Their principal responsibilities:
 to direct the activities that implement the
organization’s policies
 to balance the demands of their managers with
the capacities of their employees.
 Front/First Line Managers

 (Section Heads/Supervisors)
 direct the actual work of the
organization at the operating level
 major functions emphasize directing
and controlling the work of employees
in order to achieve the team goals
 the only level of management
managing non-managers
FIGURE 1.6 KATZ’S ESSENTIAL
MANAGERIAL SKILLS.
SKILL TYPES NEEDED
Skills Needed at Different
Levels of Management
LEADERSHIP/MANAGEMENT STYLES
 Autocratic- Manager makes decision alone.
 Persuasive- Manager makes decision and
attempts to influence followers by selling his/her
idea.
 Consultative- Manager discusses with staff
members to gather information but makes
decision alone.
 Democratic- Manager solicits information and
involves staff members in alternative decision-
making.
 Note: It is important to remember that no one
style is appropriate in all situations and all clinical
laboratory organization.
MANAGEMENT PRINCIPLES
 Planning
 Managers attempt to anticipate the
future and either shape it to their own
ends or prepare for the coming
changes.
 *Defining goals establishing strategy
and developing sub-plans to
coordinate activities.
 Organizing
 Arranging tasks people and other
resources to accomplish work.
 * Determining what needs to be
done, how will it be done and
who is to do it.
 Directing
 Directing and motivating all parties and
resolving conflicts.
 Influencing people to work hard and
achieve the organizational goals.
 Includes seeing that the day-to-day tasks
necessary to ensure a smooth running
facility are done.
 Controlling
 Monitoring activities to ensure that things
are properly performed and accomplished
as planned and take corrective actions as
needed.
 It completes the management function by
comparing what has actually been
accomplished with the original master plan
to determine its success or identify needed
modifications.

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LABORATORY

 Tomeet the many demands of performing their

 Robert Katz (1974) classified three

 Technical skill (operational ability etc.)

 Human skill (people handling, motivation)

 Conceptual skill (integration)

 The extent to which managers perform the

 Front/First Line Managers

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