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PubMed1990

Unions.

Dealing with a union is not complicated. If you are a member of the union, take that membership seriously and exercise your rights and responsibilities. Know what your contract says and live by it. If you disagree with what you are told to do by your supervisor, do it and grieve later. If you are a manager, know your contract and always keep it handy for reference. When you are unsure of the answer, get help from your labour relations advisor. Treat discipline as a process for helping an employee to perform the way you want them to perform. If you were a good manager before you became unionized, you can probably just continue on as you were before and you won't have any serious problems. For both management and non-management employees, remember that both of you have a job to do. Those jobs should be compatible. When you get to know your union, you will learn that they really are.

Canada↗
PubMedDate not supplied

Creating and implementing a chemical hygiene plan.

January 31, 1991 was the deadline for laboratories to have developed and implemented their chemical hygiene plans (CHPs). OSHA may fine laboratories that do no comply--up to $2,500 per day. Managers have a responsibility to their employees to ensure a safe working environment, and the CHP is a useful tool for reducing risks and for informing employees about possible health hazards. Preparing a CHP does not have to be an arduous task--especially if you work from a model plan. This month's As We See It should help you refine (or develop) your CHP.

Costs and Cost Analysis↗
PubMedDate not supplied

A comprehensive career ladder for the clinical laboratory.

Retention and promotion of current staff are highly desirable goals for today's clinical laboratory because recruitment and replacement are costly. In the face of balancing these costs with competition for technologists and limited upward mobility within the laboratory, a comprehensive career ladder that expands employee job horizons and gives depth to their jobs is a powerful tool for staff retention and, at the same time, increases the organization's productivity and recruitment potential.

Career Mobility↗
PubMedDate not supplied

Quality assurance, an administrative means to a managerial end: Part III.

This is the third of a series of articles on medical laboratory quality management. Part I concentrated on the historical background and regulatory basis of quality surveillance. Part II addressed surveillance guidelines of the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) and the College of American Pathologists (CAP), emphasizing quality assurance (QA) and the ten-step process. Part III focuses on the JCAHO Agenda for Change and the transition to continuous quality improvement (CQI). A strategic plan for health care in the U.S., the Agenda is revolutionizing quality management of operative laboratory functions and organizational behavior. Understanding this JCAHO plan is essential for a successful transition from QA to CQI.

Accreditation↗
PubMedDate not supplied

Work morale assessment and development for the clinical laboratory manager.

Work morale has been a longstanding issue for managers in general, but it is assuming critical proportions for clinical laboratory managers today. Four key variables that determine work morale have been isolated: the job itself, the work group, management practices, and economic rewards. Regular assessment and development of these key morale variables via time-tested, effective, and easy-to-use techniques will help clinical laboratory managers to attract and retain competent personnel, to enhance the prospects of organizational profitability, to sustain high-quality patient care, and to earn the respect and loyalty of other health-care employees. This article discusses the components of the four key areas of morale and offers "prescriptions" to improve morale in these important areas. A survey to assess morale is also provided.

Career Mobility↗
PubMedDate not supplied

Assigning tasks effectively using a model.

The clinical laboratory is a fast-paced environment where accuracy and efficiency are crucial. A major responsibility of the clinical manager is to assign tasks clearly to ensure that a quality job is done right the first time. Have you ever heard a manager say "This isn't what I asked for?" When this happens, it is usually the fault of the manager. Managers often make incorrect assumptions and do not take 100% of the responsibility for ensuring that assigned tasks are understood. To assign tasks effectively, managers must state exactly what they want, how they want it done, and when they want it. And, in addition to stating the desired end results, managers must verify that the directions were correctly understood; this is done by asking for feedback through questioning and paraphrasing. The five-step model described in this article will help you to assign tasks that get the job done right the first time.

Communication↗
PubMed1990

8 1/2 steps to employee retention.

Motivation, that elusive goal, is derived from far more than grand salary raises. Since retention is crucial to surviving the staffing crunch, how can you keep employees satisfied enough to stay?

Humans↗