The leader leads, and the boss drives.
Do you ever feel you were unprepared for a career as the head of a research lab?
You chose the research profession because you were fascinated with the world around you and wanted to discover on a molecular level the ways in which life exists. Additionally, you wanted the freedom to choose your own field of research and study what interests you most.
You long to be at the heart of the lab — directing experiments, analyzing data and writing papers — but you find yourself caught up in other tasks — ordering reagents, dealing with a troubled graduate student, attending yet another committee meeting, anything but bench research.
You have found that being the head of the lab is more than just making big discoveries; it is about managing a small business. Lab-management skills, while used every day by scientists, are not directly taught to young scientists. Rather, they are learned secondhand. While much is to be learned from this follow-by-example approach, it has its limits. We have all heard horror stories of principal investigators with poor leadership and organization skills, but how can we keep from becoming a character in one of these stories?
-derived from the latin word “manusagere”
-helps direct group efforts towards the attainment of certain pre-determined goals.
- is a purposive activity.
Factors of Production
•Ensuring availability of raw materials.
•Determination of wages and salaries.
•Formulation of rules and regulations.
MANAGEMENT
Both art and science
Art-results in the accomplishment of objectives of the use of human efforts.
Requires skill and careful study of its applications.
Science-systemic body of knowledge.
Gathers and analyzed facts ad formulates general law of principles from these facts.
“Management is guiding human and physical resources into a dynamic organization units that attain their objective to the satisfaction of those who served and with the high degree of moral and sense of attainment on the part of those rendering the services.”
Core:
1. Mission
2. Authority
3. Resources
4. Responsibility
5. Accountability
FUNCTIONS:
Planning
Attempt to anticipate the future and either shape it to their own ends or prepare for the coming changes.
Foundation of management.
Thinking and analyzing portion.
Organizing
Process of structuring activities, materials and personnel for accomplishing predetermined objectives.
Understanding the physical and capital requirements.
Directing
Process in supervising.
Leading workers to accomplish goals.
Seeing that day-to-day tasks are done.
Influencing people’s behavior through motivation, communication, leadership and discipline.
Controlling
Process of checking up on the priorities established.
Complexes the management function loop by comparing what has actually been accomplished.
Management Theories
Contingency Theory
This theory asserts that managers make decisions based on the situation at hand rather than a "one size fits all" method. A manager takes appropriate action based on aspects most important to the current situation. Managers in a university may want to utilize a leadership approach that includes participation from workers, while a leader in the army may want to use an autocratic approach.
Systems Theory
Managers who understand systems theory recognize how different systems affect a worker and how a worker affects the systems around them. A system is made up of a variety of parts that work together to achieve a goal. Systems theory is a broad perspective that allows managers to examine patterns and events in the workplace. This helps managers to coordinate programs to work as a collective whole for the overall goal or mission of the organization rather than for isolated departments.
Chaos Theory
Change is constant. Although certain events and circumstances in an organization can be controlled, others can't. Chaos theory recognizes that change is inevitable and is rarely controlled. While organizations grow, complexity and the possibility for susceptible events increase. Organizations increase energy to maintain the new level of complexity, and as organizations spend more energy, more structure is needed for stability. The system continues to evolve and change.
Theory X and Theory Y
The management theory an individual chooses to utilize is strongly influenced by beliefs about worker attitudes. Managers who believe workers naturally lack ambition and need incentives to increase productivity lean toward the Theory X management style. Theory Y believes that workers are naturally driven and take responsibility. While managers who believe in Theory X values often use an authoritarian style of leadership, Theory Y leaders encourage participation from workers.
MIDTERM TOPICS
QUALITY CONTROL
Quality control refers to the process of detecting analytical errors within the lab to ensure both the reliability and accuracy of test results in order to provide the best possible patient care. Unreliable performance can result in misdiagnosis, delayed treatment and increased costs due to retesting etc. it is therefore of great importance to ensure all results provided are both accurate and reliable.
TYPES OF QUALITY CONTROL
Internal Quality Control - Monitors the day-to-day performance of lab test, namely precision.
External Quality Control-Monitors primarily the accuracy of lab tests.
PERSONNEL MANAGEMENT
PERSONNEL MANAGEMENT is concerned with the effective use of the skills of people. They may be salespeople in a store, clerks in an office,operators in a factory, or technicians in a research laboratory. It starts with the recruiting and hiring of qualified people and continues with directing and encouraging their growth as they encounter problems and tensions that arise in working toward established goals.
MATERIAL MANAGEMENT
MATERIAL MANAGEMENT is the systematic process of overseeing and controlling the acquisition and utilization of supplies to ensure both availability and cost effectiveness.
Inventory Level Checks
Perpetual systems – keep account of the inventory each time a product is used.
Periodic systems – once a week or at another specified time the stock level is counted and appropriate supplies are ordered.
Random checks – are used to document the value of supplies at a specific time.
