Management in Laboratory Medicine

by Snyder, John R.; Wilkinson, D. S.

• ISBN13: 9780397551491
• ISBN10: 0397551495
• Edition: 3rd
• Format: Hardcover
• Copyright: 1998-01-01
• Publisher: Lippincott Williams & Wilkins

Summary

Textbook on organizational theory and practice as applied to clinical laboratory management.

Table of Contents

Part I Fundamentals of Laboratory Management	1	(94)
Chapter 1 The Nature of Management in Laboratory Medicine	1	(16)
John R. Snyder
David S. Wilkinson
Strategic Vision: A Paradigm Shift and Resulting Trends	2	(3)
Administration--Art or Science?	5	(1)
Definition of Administration	6	(1)
Management: A Systems Perspective	7	(2)
Managerial Duties and Responsibilities	9	(1)
The Administrative Process	10	(2)
The Transition to Laboratory Management	12	(2)
Summary	14	(3)
Chapter 2 The Clinical Laboratory Improvement Amendments (CLIA)	17	(18)
Richard B. Passey
Background	17	(3)
Proficiency Testing	20	(7)
Patient Test Management	27	(1)
Quality Control	28	(1)
Personnel	28	(1)
Quality Assurance	29	(2)
Inspections	31	(1)
Penalties	32	(1)
Master Plan	32	(3)
Chapter 3 Management Functions in the Clinical Laboratory	35	(26)
John R. Snyder
David S. Wilkinson
Strategic Management and Planning	35	(2)
Planning at the Departmental Level	37	(1)
Establishing Policies and Procedures	38	(1)
Design of Clinical Laboratory Floor Plan and Work Flow	39	(7)
Laboratory Organizational Structure	46	(6)
Reengineering the Clinical Laboratory	52	(2)
Controlling Operations in the Laboratory	54	(1)
Management by Objectives	55	(6)
Chapter 4 Problem Solving--The Decision-Making Process	61	(18)
John R. Snyder
Bonnie R. Hendrix
Areas of Concern in Decision Making	61	(1)
Decision-Making Approaches and Effects	62	(3)
Human Factors in Decision Making	65	(1)
Quantitative Tools for Decision Making	66	(1)
Steps in the Problem-Solving Process	66	(3)
Problem-Solving Tools	69	(5)
Choosing a Management Decision Style Based on the Situation	74	(3)
Problem Solving and Decision Making With Proficiency Data	77	(2)
Chapter 5 Making the Transition to Laboratory Management	79	(16)
John R. Snyder
David S. Wilkinson
New Responsibilities	79	(1)
New Demands	79	(1)
New Duties	80	(1)
New Relationships	80	(2)
Managing Versus Doing	82	(3)
Delegation	85	(2)
Managing Time	87	(3)
The First Six to Twelve Months	90	(1)
Educating Laboratory Administrators	90	(1)
Challenges for Today's Laboratory Manager	91	(2)
Bridging the Gap: An Approach	93	(2)
Part II Concepts in Managerial Leadership	95	(100)
Chapter 6 Motivation-Managerial Assumptions and Effects	95	(12)
Diana Mass
Nature of Motivation	95	(2)
Motivational Theories	97	(5)
Responsibilities of Management	102	(1)
Group Dynamics	103	(1)
Motivating Into the 21st Century	104	(1)
Summary	105	(2)
Chapter 7 Laboratory Communications	107	(18)
Edward A. Johnson
Interpersonal Communication Within the Laboratory	107	(4)
Interpersonal Communication--a Transactional Process	111	(3)
Organizational Communication Systems	114	(2)
Organizational and Interpersonal Communication Barriers	116	(2)
Organizational Communication: Requisitions and Reports	118	(1)
Improving Managerial Communication	119	(6)
Chapter 8 Leadership Styles and Group Effectiveness	125	(26)
John R. Snyder
Measures of Group Effectiveness	127	(1)
The Climate Reflecting Leader Behavior	127	(1)
The Leadership Role of Managers and Supervisors	128	(2)
Bases of Power and Influence	130	(1)
Factors Influencing Leadership Styles	131	(1)
Leadership Styles: The Leader Dimension	132	(3)
Linking Leadership Style to Followership	135	(6)
Leadership and the Situation	141	(3)
Diagnosing the Situation	144	(4)
Leadership Behavior in Need of Change	148	(3)
Chapter 9 TQM-CQL: Employee-Involvement Work Groups	151	(16)
Barbara L. Parsons
Dietrich L. Schaupp
Why Employee Involvement?	151	(1)
The Quality Movement	152	(1)
Total Quality Management	153	(4)
The Quality of Work Life Approach	157	(6)
Autonomous Work Teams	163	(2)
Conclusions and Summary	165	(2)
Chapter 10 Conducting Effective Meetings	167	(8)
Janie Brown Crane
Meeting Purposes	167	(1)
Planning	168	(2)
Conducting the Meeting	170	(1)
Avoiding Nonproductive Meetings	171	(2)
Effective Leadership	173	(2)
Chapter 11 Management of Conflict and Change	175	(20)
Dietrich L. Schaupp
Barbara L. Parsons
Change and Conflict Are Natural	175	(1)
The Laboratory as an Organizational Entity	175	(2)
Trying to Understand Change and Conflict	177	(13)
Encouraging Conflict	190	(2)
A Final Note	192	(3)
Part III Process in Personnel Administration	195	(88)
Chapter 12 Interviewing and Employee Selection	195	(26)
Stephen L. Wilson
John R. Snyder
Recruitment	196	(1)
Human Resources Personnel	196	(1)
Legal Aspects of Interviewing and Employee Selection	196	(2)
The Equal Employment Opportunity	198	(2)
The Hiring Process	200	(1)
The Application Form	200	(3)
Telephone Contacts With Candidates	203	(1)
Reference Checks	203	(9)
Conducting the Interview	212	(1)
Interview Preparation	213	(1)
Analysis of the Resume	213	(1)
Interview Environment	213	(1)
Structured Interview	213	(1)
Communication Skills	213	(1)
Interview Termination and Follow-Up	214	(1)
The Selection Process	215	(1)
Transfer and Promotion	216	(5)
Chapter 13 Staffing and Scheduling of Laboratory Personnel	221	(24)
Anthony S. Kurec
Resource Management	221	(2)
Forecasting Staffing and Scheduling Needs	223	(1)
Personnel Selection	224	(3)
Criterion-Based Job Description	227	(4)
Scheduling	231	(3)
Scheduling for Efficient Service	234	(4)
Available Resources	238	(2)
Alternative Scheduling Approaches	240	(5)
Chapter 14 Standards and Appraisals of Laboratory Performance	245	(10)
Jana Wilson Wolfgang
Kenneth E. Wolfgang
Performance Appraisals: Definitions and Purposes	245	(1)
Essentials of Meaningful Performance Appraisals	246	(1)
Designing Performance Appraisals	247	(4)
Performance Appraisals in the Context of Performance Management	251	(2)
Performance Appraisals and the Clinical Laboratory	253	(2)
Chapter 15 Educational Responsibilities of Managers and Supervisors	255	(14)
John R. Snyder
Richard L. Moore II
Education and Training in the Clinical Laboratory	256	(1)
Lifelong Learning	256	(2)
Educational Issues	258	(1)
Staff Development	258	(2)
Approaches to Educational Activities	260	(4)
The Process of Developing Educational Activities	264	(5)
Chapter 16 Labor Relations and the Clinical Laboratory	269	(14)
Walton H. Sharp
Background	269	(1)
Labor Law and the Public Employee	269	(2)
Labor Law and the Private-Sector Employee	271	(2)
Unions	273	(10)
Part IV Essentials of Effective Laboratory Operation	283	(176)
Chapter 17 Clinical Laboratory Design and Refurbishment	283	(10)
Pennell C. Painter
Starting the Design Process: Putting Ideas on Paper	283	(8)
Utility Services	291	(2)
Chapter 18 Process Control and Method Evaluation	293	(34)
John A. Lott
Process Control in the Clinical Laboratory	293	(2)
Qualitative Characteristics of Process Control Materials	295	(1)
Concentrations of Analytes in Controls	295	(1)
Interrelated Concentrations in Controls	296	(1)
Accuracy of Controls	296	(6)
Allowable Error in the Medical Needs Context	302	(4)
Allowed Error Based on CLIA Rules	306	(5)
Interlaboratory Surveys	311	(2)
Resolving Analytical Errors With Interrelated Specimens	313	(1)
Laboratory Mistakes	314	(1)
Evaluation of New Methods	315	(4)
CLIA Requirements for New Methods	319	(8)
Chapter 19 Computers and Laboratory Information Systems	327	(14)
John R. Svirbely
Jack W. Smith, Jr.
Carl Speicher
Problems in Information Handling Prior to Computerization	327	(1)
Overview of Computer Systems	328	(1)
The Fundamental Functions of the Laboratory Information System	329	(4)
Current and Future Requirements for Laboratory Information Systems	333	(4)
Acquiring an LIS	337	(4)
Chapter 20 Concepts of Preventive Maintenance for Laboratory Instrumentation	341	(10)
John S. Davis
Accrediting Agency Requirements	341	(1)
Instrument Selection and Implementation	342	(4)
Performance Responsibility	346	(3)
Benefits of Preventive Maintenance	349	(2)
Chapter 21 Clinical Laboratory Safety and OSHA	351	(18)
Peggy P. Luebbert
Regulations and Enforcements	351	(1)
Infectious Hazards	352	(3)
Chemical Safety	355	(7)
Fire (Life) Safety	362	(2)
Ergonomics	364	(5)
Chapter 22 Laboratory Regulation, Certification, and Accreditation	369	(26)
Gary B. Clark
Forces Driving Regulatory Change	369	(2)
Definitions	371	(3)
Professional Peer Level Assurance	374	(1)
Federal Regulation of Clinical Laboratories	375	(10)
Food and Drug Administration	385	(3)
Occupational Safety and Health Administration	388	(1)
International Organization of Standardization	389	(1)
State and Local Regulation of Clinical Laboratories	389	(1)
Peer-Level Assurance Inspection and Accreditation of Clinical Laboratories	389	(6)
Chapter 23 Quality Management in the Laboratory	395	(16)
Lucia M. Berte
A Brief History of Laboratory Quality Efforts	395	(1)
Moving Beyond Quality Control and Quality Assurance	396	(2)
A Model Laboratory Quality System	398	(8)
Beyond Laboratory Walls	406	(5)
Chapter 24 Medicolegal Concerns in Laboratory Medicine	411	(12)
Daniel I. Labowitz
Legal Liability	411	(6)
The Subpoena	417	(1)
The Technologist as Witness	417	(3)
Records	420	(3)
Chapter 25 Managing Point-of-Care Testing	423	(10)
Susan E. Perkins
Point-of-Care Testing Defined	423	(2)
Implementing Point-of-Care Testing	425	(5)
Summary	430	(3)
Chapter 26 Marketing Clinical Laboratory Services	433	(10)
Carolyn C. Hart
Sharon S. Gutterman
Defining the Marketing Concept	433	(1)
Market Research	434	(1)
Market Segmentation	435	(1)
The Marketing Environment	435	(1)
The Marketing Mix: The Controllables	436	(1)
The Marketing Plan	437	(6)
Chapter 27 Consulting to Physician Office Laboratories	443	(8)
Diana Mass
Consultation Process and Roles	443	(1)
The Need for Laboratory Testing and Consultants in the Physician Office Laboratory	443	(1)
Consultation Services	444	(3)
CLIA '88 Technical Consultant	447	(1)
Consultant Characteristics Competence	448	(1)
Basic Consultation Skills	448	(3)
Chapter 28 Assessing Laboratory Operating Performance: The Laboratory Management Index Program	451	(8)
Thomas M. Sodeman
Background and Introduction	451	(1)
The Laboratory Management Index Program	452	(6)
Conclusion	458	(1)
Part V Principles of Laboratory Finance	459	(112)
Chapter 29 Introduction to Laboratory Financial Management	459	(14)
David J. Fine
Barbara Caldwell Salmon
Rohn J. Butterfield
Justin E. Doheny
Financing Health Care	459	(4)
Cost, Volume, and Revenue Relationships	463	(6)
The Clinical Laboratory in Hospital Context	469	(4)
Chapter 30 Budgeting Laboratory Resources	473	(20)
David J. Fine
Barbara Caldwell Salmon
Rohn J. Butterfield
Justin E. Doheny
The Operating Expenses Budget	473	(1)
Types of Budget	474	(6)
Capital Decision Making	480	(8)
Revenue Budget and Rate Setting	488	(5)
Chapter 31 Laboratory Cost Accounting	493	(16)
David W. Glenn
Purpose, Use, and History	493	(1)
Cost Accounting	494	(11)
CAP-LMIP Terminology	505	(4)
Chapter 32 Coding, Billing, and Reimbursement Management	509	(10)
Diana Voorhees
Current Procedural Terminology Coding	509	(2)
Other HCPCS Codes	511	(1)
Fee Schedules	512	(1)
Other Coding Systems	513	(1)
Reimbursement Process	514	(1)
Fraud and Abuse	515	(1)
Future Trends and Issues	516	(3)
Chapter 33 Financial Ratios for Laboratory Management Decision Making	519	(12)
James W. Sharp
New Goals and Challenges	519	(1)
The Three-Step Process	520	(11)
Chapter 34 Wage and Salary Administration	531	(18)
John R. Snyder
The Reward System: Compensation and Noncompensation Dimensions	531	(1)
Legislation Governing Compensation Administration	532	(2)
Human Resource Cost Accounting	534	(2)
Personnel Budgeting	536	(1)
Financial Compensation for Laboratory Staff	537	(3)
Employee Benefits and Services	540	(1)
Employee Incentive Systems Based on Merit	541	(2)
Payroll Accounting	543	(1)
Arrangements for Compensating Physicians	543	(3)
Summary	546	(3)
Chapter 35 Inventory Management and Cost Containment	549	(22)
John R. Snyder
Scientific Inventory Management	549	(1)
Technical Description of Inventory Replenishment Systems	550	(21)
Index	571