{"title":"The Wizard of Oz...if he only had stem cells!","authors":"Anthony S Kurec","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":80950,"journal":{"name":"Clinical leadership & management review : the journal of CLMA","volume":"19 4","pages":"E1"},"PeriodicalIF":0.0,"publicationDate":"2005-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"25211644","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The medical review officer and conflicts of interest.","authors":"Leonard J Weber, Michael G Bissell","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":80950,"journal":{"name":"Clinical leadership & management review : the journal of CLMA","volume":"19 4","pages":"E5"},"PeriodicalIF":0.0,"publicationDate":"2005-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"25211649","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
High vacancy rates in the clinical laboratory profession have led to the use of wage increases and financial incentives to attract and retain workers. American Society for Clinical Pathology (ASCP) surveys indicate that wages for Medical Technologists and Medical Laboratory Technicians have been steadily rising in the past few years following years of little or no increases. When adjusted for inflation, the real wage increases have even modestly exceeded the inflation rate. However, wages in the clinical laboratory remain lower than in several other allied health professions with comparable educational preparation. Achieving competitive wages will be important in addressing the long-term need to attract more students to the clinical laboratory.
{"title":"Wage increases in the clinical laboratory: how are workers faring against inflation and in comparison to other health professions?","authors":"Susan A Chapman, Vasey McClory, Kory Ward-Cook","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>High vacancy rates in the clinical laboratory profession have led to the use of wage increases and financial incentives to attract and retain workers. American Society for Clinical Pathology (ASCP) surveys indicate that wages for Medical Technologists and Medical Laboratory Technicians have been steadily rising in the past few years following years of little or no increases. When adjusted for inflation, the real wage increases have even modestly exceeded the inflation rate. However, wages in the clinical laboratory remain lower than in several other allied health professions with comparable educational preparation. Achieving competitive wages will be important in addressing the long-term need to attract more students to the clinical laboratory.</p>","PeriodicalId":80950,"journal":{"name":"Clinical leadership & management review : the journal of CLMA","volume":"19 4","pages":"E2"},"PeriodicalIF":0.0,"publicationDate":"2005-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"25211645","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Quality and personnel competency.","authors":"","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":80950,"journal":{"name":"Clinical leadership & management review : the journal of CLMA","volume":"19 4","pages":"E6"},"PeriodicalIF":0.0,"publicationDate":"2005-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"25211648","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In many hospitals, the responsibility for performing phlebotomy has shifted from the laboratory to the nursing unit. However, few nursing programs have incorporated phlebotomy instruction into their employee training. As a result, organizations have experienced varying degrees of success with this shift. This article shares the experiences of one hospital that recentralized phlebotomy duties one year ago, including information on data collection, financial analysis, and training orientation.
{"title":"Recentralizing phlebotomy back into the laboratory.","authors":"Jodie L Warner","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>In many hospitals, the responsibility for performing phlebotomy has shifted from the laboratory to the nursing unit. However, few nursing programs have incorporated phlebotomy instruction into their employee training. As a result, organizations have experienced varying degrees of success with this shift. This article shares the experiences of one hospital that recentralized phlebotomy duties one year ago, including information on data collection, financial analysis, and training orientation.</p>","PeriodicalId":80950,"journal":{"name":"Clinical leadership & management review : the journal of CLMA","volume":"19 4","pages":"E3"},"PeriodicalIF":0.0,"publicationDate":"2005-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"25211646","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Firing employees who smoke.","authors":"Leonard J Weber, Michael G Bissell","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":80950,"journal":{"name":"Clinical leadership & management review : the journal of CLMA","volume":"19 3","pages":"E7"},"PeriodicalIF":0.0,"publicationDate":"2005-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40939710","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Competitive pressures are forcing hospital leaders to closely examine the role of direct caregivers in improving the level of satisfaction for the treatment and services received by patients. Often, the clinical laboratory's sole representative in bedside care is the phlebotomist. Despite the physical and behavioral challenges presented by difficult patients, laboratory managers expect phlebotomists to perform their duties in a consistently efficient and friendly manner. However, time constraints often prevent phlebotomists from engaging in lengthy conversations with their patients to build trust or convey compassion. Balancing task requirements with people skills prompts phlebotomists to develop coping strategies that emphasize professional demeanor, the display of skillful technical judgment, and the creation of an image of personal concern for the patient's illness and well-being. While these behaviors may or may not be authentic, the patient's perception of the behavior is genuine. Caregivers who perform procedures directly on patients, such as phlebotomists, must be able to find the right balance of scripted, authentic, and projected behaviors to satisfy patient expectations and maintain their own level of job satisfaction. The inability of the phlebotomist to handle high levels of emotional dissonance may lead to burnout, job dissatisfaction, and increased personnel turnover.
{"title":"The challenges of emotional labor and emotional dissonance for the hospital phlebotomy team.","authors":"Robert J Murphy","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>Competitive pressures are forcing hospital leaders to closely examine the role of direct caregivers in improving the level of satisfaction for the treatment and services received by patients. Often, the clinical laboratory's sole representative in bedside care is the phlebotomist. Despite the physical and behavioral challenges presented by difficult patients, laboratory managers expect phlebotomists to perform their duties in a consistently efficient and friendly manner. However, time constraints often prevent phlebotomists from engaging in lengthy conversations with their patients to build trust or convey compassion. Balancing task requirements with people skills prompts phlebotomists to develop coping strategies that emphasize professional demeanor, the display of skillful technical judgment, and the creation of an image of personal concern for the patient's illness and well-being. While these behaviors may or may not be authentic, the patient's perception of the behavior is genuine. Caregivers who perform procedures directly on patients, such as phlebotomists, must be able to find the right balance of scripted, authentic, and projected behaviors to satisfy patient expectations and maintain their own level of job satisfaction. The inability of the phlebotomist to handle high levels of emotional dissonance may lead to burnout, job dissatisfaction, and increased personnel turnover.</p>","PeriodicalId":80950,"journal":{"name":"Clinical leadership & management review : the journal of CLMA","volume":"19 3","pages":"E3"},"PeriodicalIF":0.0,"publicationDate":"2005-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40939706","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
As today's managers are faced with an ever increasing number of challenges, no one can argue that, now more than ever, good management skills are crucial for organizational success. Several researchers also suggest that managers in today's workplace cannot be successful without developing leadership skills as well. But what is the difference between management and leadership? Aren't they really the same thing? This article explores the differences and proposes the idea of managerial leadership, which blends both viewpoints. It also suggests a strategy that laboratory professionals can use to develop managerial leadership competency.
{"title":"Manager or leader? Capitalize on the best of both!","authors":"Cynthia Roberts","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>As today's managers are faced with an ever increasing number of challenges, no one can argue that, now more than ever, good management skills are crucial for organizational success. Several researchers also suggest that managers in today's workplace cannot be successful without developing leadership skills as well. But what is the difference between management and leadership? Aren't they really the same thing? This article explores the differences and proposes the idea of managerial leadership, which blends both viewpoints. It also suggests a strategy that laboratory professionals can use to develop managerial leadership competency.</p>","PeriodicalId":80950,"journal":{"name":"Clinical leadership & management review : the journal of CLMA","volume":"19 3","pages":"E4"},"PeriodicalIF":0.0,"publicationDate":"2005-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40939707","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"How to write manuals to fulfill CLIA requirements - The Standard Operating Procedure Manual (SOPM).","authors":"Judith A O'Brien","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":80950,"journal":{"name":"Clinical leadership & management review : the journal of CLMA","volume":"19 3","pages":"E5"},"PeriodicalIF":0.0,"publicationDate":"2005-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40939708","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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