Leadership
Transcript of Leadership
![Page 1: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/1.jpg)
INTRODUCTION
By: Aaron Jan S. Palmares, RMT Faculty Instructor
![Page 2: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/2.jpg)
Organization
A collection of people working together under a defined structure for the purpose of achieving predetermined outcome.
![Page 3: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/3.jpg)
Organization
Serves the following: Provides society with products and services. Offer employment and economic exchange Give a framework for a social system
![Page 4: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/4.jpg)
Laboratory as an Organization
Levels of authority Lines of communication Division of work
![Page 5: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/5.jpg)
Junior Manager
Junior Manager
Junior Manager
Junior Manager
Junior Manager
Junior Manager
Junior Manager
Senior Manager
Senior Manager
Senior Tech
Tech
Tech
Tech
Senior Tech
Tech
Tech
Tech Senior Tech
TechTech
Tech Senior Tech
Tech
Senior Tech
Tech
Tech
TechTech
Tech
Tech
Laboratory Director
Levels of authority
![Page 6: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/6.jpg)
Levels of authority
![Page 7: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/7.jpg)
Laboratory as an Organization
Levels of authority Lines of Communication Division of work
![Page 8: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/8.jpg)
Laboratory as an Open System
Inputs outputsTransformation
Processes
Specimen Test requests Supplies
Test ResultStaff Instruments Processes
![Page 9: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/9.jpg)
Characteristics of an Open System
1. Implied purpose and goal.• release of results in a timely manner.
2. External environment drives changes.• streamlining of diagnosis (POC)
3. Have clearly defined boundaries• physical structure and type of work
InputsTransformation
Processes
![Page 10: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/10.jpg)
Characteristics of an Open System
4. Seek to maintain a state of stability• adaptive to external environment
5. Grows and becomes more complex• formation of hierarchy
6. Adapts to Feedbacks.• Interdepartmental meeting
InputsTransformation
Processes
![Page 11: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/11.jpg)
Congruence model
Formal
Informal
People
Work
Operating organization
System information
![Page 12: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/12.jpg)
Congruence model
Formal
Informal
People
Work
Operating organization
System information
![Page 13: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/13.jpg)
Elements of Clinical Laboratory
Environmental Influences Patient Needs, Competitors, Healthcare
regulations Resources
Financial, People, Supplies, Technology Organizations History
Vision and mission Values and Norms Location
![Page 14: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/14.jpg)
Congruence model
Formal
Informal
People
Work
Operating organization
System information
![Page 15: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/15.jpg)
Elements of Clinical Laboratory
Formal Organization Structure, policies, procedures
People Skills, knowledge, Expectations
Work Task, Automation/Instrumentation, POC
Informal Organization Behavior of leaders, culture and climate
![Page 16: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/16.jpg)
Congruence modelOperating organization
Are reward system adequate?
Are people working for or against the system?
![Page 17: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/17.jpg)
Congruence modelOperating organization Is the work
fulfilling? Is there enough
creative freedom to the job?
Are people trained adequately?
Are the right people in the job?
![Page 18: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/18.jpg)
Congruence modelOperating organization
Does the culture support the execution of the task?
![Page 19: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/19.jpg)
Congruence modelOperating organization
Does the culture support the execution of the task?
![Page 20: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/20.jpg)
Congruence modelOperating organization Does the organization
structure support the departmental task?
Are work expectations being met?
Are the job descriptions appropriate?
Are the right resources in place?
![Page 21: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/21.jpg)
Congruence model
Formal
Informal
People
Work
Operating organization
System information
![Page 22: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/22.jpg)
Elements of Clinical Laboratory
System Information Test results
Unit/Group (Department contribution) Patient response Financial performance
System Information Academic contribution Teaching/learning Personal growth and recognition
![Page 23: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/23.jpg)
ORGANIZATIONAL DESIGN
By: Aaron Jan S. Palmares, RMT Faculty Instructor
![Page 24: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/24.jpg)
Organizational Design
Factors that influence the design and structure of the organization. Organizational Goals and strategic direction Technological capabilities Size Environment Leadership style, member behaviors,
organization culture
![Page 25: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/25.jpg)
Organizational Design
4 structural Models1. Functional2. Self-contained3. Matrix4. Network
![Page 26: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/26.jpg)
1. Functional
Hierarchical Specialized units report in an upward chain
of command Clear understanding of responsibility and
authority Functions best when the departments are
engaged in repetitive, efficient, routine task.
![Page 27: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/27.jpg)
1. Functional
Junior Manager
Junior Manager
Junior Manager
Junior Manager
Junior Manager
Junior Manager
Junior Manager
Senior Manager
Senior Manager
Senior Tech
Tech
Tech
Tech
Senior Tech
Tech
Tech
Tech Senior Tech
TechTech
Tech Senior Tech
Tech
Senior Tech
Tech
Tech
TechTech
Tech
Tech
Laboratory Director
![Page 28: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/28.jpg)
2. Self-Contained
Organized in a common basis According to discipline, a location or
customer group.
Central Management & Support Service
Specialty testing
Transfusion Services
Clinical Services
Anatomic Services
![Page 29: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/29.jpg)
3. Matrix
Takes advantage of skills and functions Allows areas to concentrate on specialized
functions
![Page 30: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/30.jpg)
3. Matrix
Routine Specialty Rapid Response
Micro
Hema
Chem
Technical Director
Operations Manager
Administrative director
![Page 31: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/31.jpg)
4. Network Reflect information technology models Consist of units, to reduce duplications, and
expand revenue generating services
H H
H H
Central Lab
![Page 32: Leadership](https://reader033.fdocuments.in/reader033/viewer/2022051816/546f5ed9b4af9fb87a8b46a9/html5/thumbnails/32.jpg)
thank you!!!