Clinical leadership & management review : the journal of CLMA最新文献

Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That's a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization.

Benchmarking of clinical laboratory activities has become a tool used increasingly to enable administrators and managers to obtain an independent evaluation of the performance of the laboratory and identify opportunities for improvement. Benchmarking is particularly important because of the diversity and complexity of the various sections of the laboratory. The critical component of laboratory benchmarking is peer comparison, as solutions to shortcomings or problems can be titrated and planned through this process. The reliability of benchmarking must be supplemented and modified by the input of the manager's detailed understanding of local circumstances. At this critical moment, the changes in peer review strategies instituted by JCAHO, CAP, CLIA, and individual states create an urgent opportunity to assist medical directors and laboratory managers in maintaining an overview of the performance and quality of laboratory operations. Unannounced site visits will require prompt reports and alerts of undesirable changes in performance. The future goals of benchmarking must expand to include surveys of laboratory test utilization and patient outcomes as ultimate measures of test utility in the clinical process and important assessments of the quality of patient care.

Benchmarking is an important part of performance evaluation in the clinical laboratory. When used effectively, benchmarking can lead to significant changes and performance improvement. This article reviews the experience of the College of American Pathologists (CAP) with benchmarking clinical laboratory expenses and presents data that summarizes recent laboratory trends identified through CAP's benchmark data.

While monitoring actual performance will always be of paramount importance, laboratory managers must also be vigilant about protecting their employees. In Part One of this two-part series discussing OSHA training procedures, columnist Judith O'Brien examines the necessary precautions related to bloodborne pathogens.

In an ideal world, benchmarking performance in the clinical laboratory would improve performance, quality, and overall patient satisfaction. However, there is a reason why laboratory managers continue to be on the lookout for the perfect benchmarking product--it doesn't exist. As a result, benchmarking performance in the laboratory is inherently flawed. Here is why.

Benchmarking in industry has been around for nearly a century, helping companies in nearly every sector imaginable improve their overall performance. Benchmarking's importance in health care, and specifically the clinical laboratory, can be summed up in one simple phrase--"If you cannot measure it, you cannot improve it." Here is why.

You don't need to bring in a high-priced consultant to run a drill that gets your staff up to speed on emergency procedures. Follow along with Judy Bernice as she walks you through a step-by-step guide that will prepare your staff for any situation.

For many years, it has been standard practice in the United States to allow pharmaceutical representatives to provide drug samples, pens, note pads, visual aids, t-shirts, etc., and pay for attendee meals in conjunction with teaching conferences for hospital physicians. The "gifts" typically aren't as luxurious in the clinical laboratory, but even so, is any vendor freebie too much?