Prepare for a leadership role in the clinical laboratory!
Management and Leadership in the Clinical Laboratory provides a comprehensive, problem-based approach to understanding essential management and leadership concepts tailored for healthcare organizations and clinical laboratories. Each chapter begins with a real-world case-in-point, guiding you through critical topics such as healthcare finance, quality assurance and regulatory issues, laboratory safety, personnel management, and team dynamics, ensuring that current and future laboratory leaders are well-equipped to navigate the complexities of their roles.
- Management and leadership concepts are presented through the lens of healthcare organizations and medical laboratories
- Management practices explored include principles in operations management, healthcare finance, and managing budgets, regulation and compliance, human resource management, and method validation
- Leadership topics include managing and leading a diverse workforce, self- and external-awareness, leading teams, and developing others
- Learning objectives highlight management and leadership competencies
- Problem-based approach in each chapter introduces the topic with a case-in-point followed by a list of discussion points for you to consider as you navigate the chapter content
- Self-assessment tools, follow-up learning activities, and tips for managers and supervisors provide additional content and opportunities for further engagement
- Personal reflection and application exercises at the end of each chapter reinforce comprehension and retention of key concepts
PART I Introduction to Laboratory Management
and Leadership Principles
1 The Changing Nature of Clinical
Laboratory Management
2 Essential Concepts of Management
3 Leadership Foundations for Managing Effectively
4 Professionalism and Leadership: Modeling Professional
Behaviors
PART II Planning: How to Get There From Here
5 Organizational Design: Key to Creating
High Performance
6 Strategic Planning and Goal Setting
7 Establishing Policies and Operational Procedures
8 Financial Planning and Budget Allocation
9 Healthcare Reimbursement
PART III Organizing: Transforming Strategy
Into Actions
10 Fundamentals of Quality Management
11 Workflow Process Design and Management
12 Using Critical Thinking to Identify Effective Management
Solutions
13 Leading With Effective Communication
14 Managing Healthcare Information Systems
15 Delegating Effectively
PART IV Staffing: Putting the Right Person
in the Right Job
16 Workforce Management and Succession Planning
17 Workforce Development and Strategic Employee
Improvement Planning
18 Education, Training, and Assessment in the Clinical
Laboratory
19 Employee Empowerment, Engagement,
and Motivation
PART V Directing: Setting the Compass
20 Time Management and Personal Accountability
21 Managing Stress and Work-Life Balance
22 Leading Through Coaching
23 Leading High-Performance Teams
24 Leadership in High-Performance Organizations
PART VI Controlling: Performance Measures,
Regulation, and Compliance
Management
25 Government Regulations and the Impact on Laboratory
Operations
26 Developing Performance Standards
Through Benchmarking
27 Clinical Laboratory Safety Management
PART VII Strategic Growth and Sustainability
28 Organizational Change Management
29 Public Relations and Marketing Strategies in the Clinical
Laboratory
30 Clinical Research and Innovation
Index
Connie R. Mahon Director, Organization Development (Retired), Health Resources and Services Administration, Learning Institute, Rockville, Maryland; Adjunct Assistant Professor, Medical Laboratory Sciences, Integrative Health Sciences Department, School of Medicine and Health Sciences, The George Washington University, Washington, DC Dr. Rentas is an assistant professor in the Biomedical Laboratory Sciences department at George Washington University. She has worked as a medical lab professional in military and civilian hospitals across the country before moving into education with more than 20 years of experience in laboratory science and education.
