MMLS325 1 Material Unit 1

1
MLS Education and Management

(MMLS 325)
(www.lms.ectmoodle.ae)
This unit covers CLO: 1

Explain and Describe the role of the clinical laboratory scientist in a management supervisory position using the basic
principles of management to the laboratory setting in UAE.
Introduction to Management
Are You Ready
to Be a Manager?
• Today’s environment is diverse, dynamic
and ever-changing
• Organizations need managers who can
build networks and pull people together
• Managers must motivate and coordinate
others
• Managers are dependent upon
subordinates They are evaluated on the
work of others
3
Why Innovation Matters?
• Managers must focus on
innovation to stay competitive
• In a hypercompetitive, global
environment, organizations
must innovate more and frequently.
• Innovations may include:
• New products, services, technologies
• Controlling costs
• Investing in the future
• Corporate values
4
Defining Management
• Managers are the executive function of the organization

• Building and coordinating and entire system
• Create systems and conditions that enable others to
perform those tasks
• Create the right systems and environment, managers
ensure that the department or organization will survive
and thrive
• Recognize the key role of people
5
“The art of getting
things done through
people”
Mary Parker Follett

2021 6
“Give direction to their
organization, provide
leadership, and decide
how to use
organizational resources
to accomplish goals”
Peter Drucker
7
The Definition of Management
Management is the attainment of organizational

goals in an effective and efficient manner
through planning, organizing, leading, and
controlling organizational resources.
8
The Five Management
Functions
• Planning. Identifying goals and resources or future organizational

performance.
• Organizing. Assigning tasks, delegating authority and allocating resources.
• Staffing. Having the right person in the right place at the right time.
• Leading. The use of influence to motivate employees to achieve goals.
• Controlling. Monitoring activities and taking corrective action when needed.
9
The Process of Management
Planning
Select goals
and ways to
attain them
Resources
• Human Organizing Performance
• Financial Controlling • Attain goals
Assign
• Raw Monitor • Products
responsibility
materials activities and • Services
for task
• Technologica make • Efficiency
accomplishm
l corrections • Effectiveness
ent
• Information
Leading
Use influence EXHIBIT 1.1
to motivate
employees
10
Organizational Performance
• Organizations bring together knowledge, people, and raw

materials to perform tasks
• Effectiveness is the degree to which the organizations achieves
goals
• Efficiency is the use of minimal resources to produce desired
output
• Organization is a social entity that is goal- directed and
deliberately structured
11
Management Skills
Conceptual Skills – cognitive ability to see the

organization as a whole system
Human Skills – the ability to work with and through
other people
Technical Skills – the understanding and proficiency
in the performance of specific tasks
12
When Skills Fail
• Management skills are tested most during turbulent times

– Many managers fail to comprehend and adapt to the rapid pace of
change in the world
• Common failures include:
 Poor Communication
 Failure to Listen
 Poor Interpersonal Skills
 Treating employees as instruments
 Failure to clarify direction and performance expectations
13
Management Types
• Vertical Differences
– Top Managers
– Middle Managers
– First-Line Managers
• Horizontal Differences
– Functional departments like advertising,
manufacturing, sales, engineering, finance
– Include both line and staff functions
14
Management Levels in the EXHIBIT 1.3
Organizational Hierarchy
15
Making the Leap:
Becoming a New Manager
 First-line supervisors experience the

most job burnout and attrition
 Shifting from contributor to manager
is often tricky
 Managers must establish strong
personal identity
16
From Individual Identity
Specialist, performs, specific tasks
Individual
Gets things done through own efforts
Performer
to Manager
An individual actor
Works relatively independently

EXHIBIT 1.4
17
Manager Activities
 Managers perform a diverse

amount of work—fast
 The variety, fragmentation and
brevity of tasks require
multitasking
 Managers shift gears quickly
18
Manager Roles
EXHIBIT 1.5
19
Activity Role Category
Seek and receive information, scan periodicals and reports, maintain
.personal contacts Monitor
Forward information to other organization members, send memos
Disseminator Informational
.and reports, make phone calls
.Transmit information to outsiders through speeches, reports, memos Spokesperson
Perform ceremonial and symbolic duties such as greeting visitors,
.signing legal documents Figurehead
Direct and motivate subordinates, train, counsel, and communicate
.with subordinates Leader Interpersonal
Maintain information links both inside and outside organization, use
.e-mail, phone calls, meetings Liaison
Initiate improvement projects, identify new idea, delegate idea
.responsibility to others Entrepreneur
Take corrective action during disputes or crises, resolve conflicts Disturbance
.among subordinates, adapt to environmental crises handler Decisional
.Decide who gets resources, schedule, budget, set priorities Resource allocator
Represent department during negotiation of contracts, sales,
.purchases, budgets, represent departmental interests Negotiator
2021 Introduction 2 Management - Management 101 - C. AKA 20
Video
• https://youtu.be/GZ2dmbDmB5I
• https://youtu.be/PWmhl6rzVpM
21

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1

MLS Education and Management

This unit covers CLO: 1

• Managers are the executive function of the organization

Mary Parker Follett

Management is the attainment of organizational

• Planning. Identifying goals and resources or future organizational

• Organizations bring together knowledge, people, and raw

Conceptual Skills – cognitive ability to see the

• Management skills are tested most during turbulent times

 First-line supervisors experience the

Specialist, performs, specific tasks

Works relatively independently

 Managers perform a diverse

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