Contents Page

Medical Laboratory Management

and Supervision, 2^nd edition

***

Transition to Management

A management and supervision competency certification and credentialing program for Medical Laboratory Professionals

Course Contents

Each topic is designed to be a one hour presentation; including lecture, workbook, case study discussion, and problem assignments. Several modules are expected to be covered in two hour segments (e.g., Motivation, Appraisal of Performance, and Financials).

Part I: Management of Organizations

1: Management

I. DEFINING MANAGEMENT (ADMINISTRATION)

II. MANAGERS

III. MAJOR MANAGEMENT THEORIES

IV. THE MANAGEMENT PROCESS

V. MANAGEMENT BY OBJECTIVES (MBO)

— Case Study

2: Organizations

I. BUSINESS ORGANIZATIONS AS SYSTEMS

II. ORGANIZATIONAL FORCES SHAPING THE MANAGER'S JOB

III. STRUCTURE OF ORGANIZATIONS

IV. AUTHORITY

V. ORGANIZATION CHARTS

VI. PRINCIPLES OF ORGANIZATIONAL STRUCTURE AND AUTHORITY

— Case Study

3: Communications

I. THE COMMUNICATION PROCESS

II. COMMUNICATION NETWORKS AND CHANNELS

III. PERSONAL AND ORGANIZATION COMMUNICATION LINKS

IV. BARRIERS TO COMMUNICATIONS

V. IMPROVING THE COMMUNICATION PROCESS

— Case Study

4: Decision Making and Problem Solving

I. CHARACTERISTICS OF A GOOD DECISION

II. THE HUMAN ELEMENT

III. STEPS IN MAKING A SOUND DECISION

IV. DECISION-MAKING TECHNIQUES

— Case Study

5: Management of Change

I. CHANGE: A NATURAL PROCESS

II. MANAGEMENT RESPONSIBILITY FOR CHANGE

III. THE NATURE OF CHANGE

IV. MANAGEMENT OF THE CHANGE PROCESS

— Case Study

Part 2: Management of Human Resources

6: Motivation to work

I. DEFINITION OF MOTIVATION

II. MAJOR THEORIES OF MOTIVATION

III. APPLICATION OF MOTIVATION THEORIES TO THE WORKPLACE

— Case Study

7: Principles of Leadership

I. ORGANIZATIONAL FACTORS THAT INFLUENCE LEADERSHIP SUCCESS

II. LEADERSHIP MODELS

III. APPLICATION OF LEADERSHIP PRINCIPLES

— Case Study

8: Management of Work Group

I. WORK GROUP CHARACTERISTICS

II. INDIVIDUAL GROUP INTERFACE

III. WORK GROUP BEHAVIOR

IV. GROUP INTERACTION

V. MANAGEMENT OF GROUPS

— Case Study

9: Job Design and Job Descriptions

I. JOB DESIGN

II. JOB ANALYSIS

III. APPLICATION OF JOB DESIGN INFORMATION

IV. JOB DESCRIPTIONS

— Case Study

10: Appraisal of Job Performance

I. PERFORMANCE APPRAISALS

II. PERFORMANCE STANDARD

III. PERFORMANCE APPRAISAL MEASUREMENT INSTRUMENT

IV. JUDGING PERFORMANCE

V. EVALUATION INTERVIEWS

— Case Study

11: Human Resource Management

I. PERSONNEL NEEDS ASSESSMENT

II. RECRUITMENT, SELECTION, AND EMPLOYMENT

III. ORIENTATION

V. CORRECTIVE ACTION AND EMPLOYEE DISCIPLINE

VI. SEPARATION AND EMPLOYMENT TERMINATION

— Case Study

12: Education and Training of the Laboratory Professional

I TEACHING AND TRAINING RESPONSIBILITIES OF LABORATORY

MANAGEMENT

II. CONTINUING EDUCATION AND STAFF DEVELOPMENT

III. PRINCIPLES OF EDUCATIONAL AND INSTRUCTIONAL METHODOLOGY

IN THE PREPARATION AND PRESENTATION OF TEACHING

PROGRAMS. (Educational and Instructional Methodology)

Part 3: Management of Financial Resources

13: Revenue and Cost Accounting for Medical Laboratories

I. BASIC ACCOUNTING PRINCIPLES

II. ACCOUNTING FOR LABORATORY REVENUE

III. ACCOUNTING FOR LABORATORY COSTS

— Case Study

14: Salary and Wage Management

I. SALARY AND WAGE COST EVALUATION

II. PRODUCTIVITY MEASUREMENT

III. WAGE AND SALARY BUDGETING

— Case Study

15: Material Management

I. MATERIAL MANAGEMENT

II. SUPPLY ORDERING PROCESS

III. INVENTORY MANAGEMENT

IV. PROJECTION OF BUDGET SUPPLY COSTS

— Case Study

Chapter 16: The Laboratory Budget

I. THE OPERATIONAL BUDGET

II. THE CAPITAL BUDGET

— Case Study

17: Laboratory Information Systems

I. DATA AND INFORMATION

II. INFORMATION SYSTEMS

III. COMPUTER-BASED INFORMATION SYSTEMS

IV. THE LABORATORY INFORMATION SYSTEM

— Case Study

Part 4: Management of Operations

18: Policy and Procedure Manuals

I. OVERVIEW

II. OBJECTIVES OF POLICY AND PROCEDURE MANUALS

III. TYPES OF POLICY AND PROCEDURE MANUALS

IV. WRITING POLICY AND PROCEDURE MANUALS

— Case Study

19: Staffing and Scheduling

I. THE STAFFING PROCESS

II. THE SCHEDULING PROCESS

III. STEPS IN MAKING A SCHEDULE

IV. GENERAL COMMENTS ON STAFFING AND SCHEDULING

— Case Study

20: Laboratory Safety

I. HAZARDS OF THE WORKPLACE: A MATTER OF ATTITUDE

II. HAZARDS IN THE WORKPLACE

III. OSHA PATHOGEN REGULATIONS

IV. MANAGEMENT OF LABORATORY SAFETY

— Case Study

21: Quality Assessment and Performance Improvement

I. HISTORICAL PERSPECTIVE: QUALITY CONCEPTS AND TERMINOLOGY

TRANSITION

II. MAJOR FIGURES IN QUALITY MANAGEMENT

III. QUALITY MONITORING AND ASSESSMENT TOOLS

IV. MANAGEMENT OF QUALITY

V. MEDICAL ERRORS

— Case Study

22: Work Flow and Laboratory Design

I. INTERFACE WITH CUSTOMERS, PATIENTS, AND OTHER USERS

II. INTERNAL WORK PROCESSES OF THE LABORATORY

III. ORGANIZING AND BUDGETING A PROJECT

IV. PROJECT DESIGN AND CONSTRUCTION

— Case Study

23: Regulatory and Professional Oversight

I. WORKPLACE LEGAL ISSUES

II. REGULATION AND LICENSURE OF MEDICAL LABORATORIES

III. PROFESSIONAL PERSONNEL CERTIFICATION AND LABORATORY

INSPECTION AND ACCREDITATION PROGRAMS

— Case Study

24: Marketing Laboratory Services

I. LABORATORY-CUSTOMER RELATIONSHIPS

II. THE MARKETING PHILOSOPHY

III. THE MARKET ENVIRONMENT FOR MEDICAL LABORATORY SERVICES

IV. THE LABORATORY CUSTOMER

V. THE FOUR P'S OF MARKETING

VI. THE MARKETING PLAN

— Case Study