CONTROLLIN
MARY ANN V. ALCON, RMT
In this lecture, you are expected to:
•Discuss the criteria and policy on how to control and
manage a laboratory.
•Explain the qualifications, skills, and responsibilities of a
medical technologist.
•Evaluating Employee Performance and Customer’s
Feedback.
•Group Activity.
CONTROLLING
• is the process of determining that everything is going
according to plan.
• Control in management means setting standards,
measuring actual performance and taking corrective
action.
Types of control
• Pre-control
• Concurrent control
• Post Control
• Pre-control is also known as feed-forward or
preventive control. It is future-directed control. It
allows management to prevent problems rather
than solving after occurring. It predicts problems
that the management may face in the future and
identifies the steps to be taken to resolve them. It
tries to anticipate deviation in advance and allows
corrective action to be taken before the problem
arises.
• Concurrent control is also known as real-time or
steering control. It is the technique of controlling
the activities in the process of functioning. In this
system, supervisors direct the work of subordinates
so that they perform their work properly. In the
process of functioning, if any problem takes place,
it is identified and analyzed, and corrective
measures are taken before any major damage
occurs.
• Post Control
It is also known as post-action or feedback control.
It takes place after the activity is over. Management
can take corrective action after analyzing deviation
from the planned results. In other words, it is the
process of adjusting future action based on
information about the past performance.
Setting Performance Standards
• People deserve to know how they’re doing in
relation to a written set of expectations about
performance. A job description is a written and
signed agreement concerning the
responsibilities of the position.
Critical elements in an appraisal
system include:
• Standards and criteria of performance –
Performance standards must be specified for
performance to be evaluated meaningfully.
• Communication of these standards and criteria to the
subordinate – Once performance standards and criteria
have been specified, the subordinate to be evaluated
must be aware of them.
• Sufficient frequency of appraisal – The most
common interval for appraisal is every 12 months
• Clear communication of appraisal results. A final
vital element in effective performance appraisals is
communication of the results to the subordinate.
These results must be clear and indicate that the
purpose of the performance appraisal was fulfilled.
Evaluating Employee Performance
• A performance appraisal provides an employee with
valuable written feedback about progress made toward
specific employment objectives. It serves the:
• Employee’s need for objective evaluation about how he or she
is doing.
• Manager’s obligation to assess performance and provide
constructive feedback.
• It is the manager’s opportunity to put into writing an
employee’s level of competence measured against
the stated requirements of the position. An appraisal
also provides a forum for discussion about the
employee’s training needs, salary expectations,
professional development, and career progress. A
properly conducted performance appraisal is a two-
way conversation, with the manager actively
listening to the employee’s feedback.
Problem Solving
• First and foremost, a laboratory manager is a problem solver.
• Problem solving is a skill that can be developed, and it
improves with confidence and repetition.
• To be an effective problem solver, a manager must approach
problems in a structured, creative way, much as a scientist
deploys novel techniques to surpass existing problems.
• The following seven-step checklist offers a systematic approach to
identifying a problem and making a clear and rational decision in
order to solve it.
• Step One: Definition of the Problem
• Step Two: Fact Gathering
• Step Three: Development of Alternative Solutions
• Step Four: Weighing of Alternative Solutions
• Step Five: Selection of Solutions
• Step Six: Implementation of the solution
• Step Seven: Measurement of the Consequences
Marketing and Customer service in
Laboratory
• “May be defined as determining what your
clients need are and providing a product and
service that meets and exceeds those needs. “
Customer service is an integral part of a
quality management system. Ultimately, the
laboratory produces a product—the test
result—for its customers. If the customer is
not well served, the laboratory is not
achieving its primary function.
• Responsibility of Laboratory director: Ensure that the
customers’ needs are met, and that there is customer
satisfaction. The quality manager is responsible for measuring
the degree of customer satisfaction, using surveys, indicators
and audits to take preventive and corrective action.
• Responsibility of Laboratory personnel: All laboratory staff
must understand the importance of customer satisfaction.
Laboratory personnel must always interact with customers in a
way that is appropriate, providing needed information, and
being courteous.
Laboratory and its Customers
• Medical laboratories have a range of customers including
patients, physicians, public health agencies and the
community.
•THANK YOU
GROUP ACTIVITY
• GROUP 1: