There are things I miss that I shouldnt, and those I dont that I should.

Sometimes we want what we couldnt, sometimes we love who we could. -Lang Leav

"
Laboratory Management

ORGANIZING AND STAFFING THE LABORATORY
Most of us have encountered having a messy bedroom (which is usually our fault) and our parents
lecturing us time after time on how we should be more organized. Lets face it, at some point, the clutters in
our room became hindrances on what we are trying to achieve - like for example trying to find your lost
glasses, figuring out if your favourite shirt is still in the laundry or hidden somewhere in the dark corners of
your cabinet, or simply just looking for your highlighter when youre about to study. Usually though, our
attempt to find lost things or treasures in our bedrooms become a challenge and sometimes we fail in it. And
so, every time we try to clean our rooms, we regret ever making it into a chaotic piece of work but still, the
cycle continues.
As time goes by though, we learn that to stop putting ourselves in the point of regret, we should know
how to do things the right way. Organizing is not only practiced in laboratories but everywhere as what was
mentioned earlier, it is even applied in our homes and private spaces. Almost our whole lives, weve practiced
how to be organized and even though we still have some flaws in this matter, we are able to patch things up
because we already have an insight on what is bound to happen. Same thing goes in organizing and staffing
laboratories, we apply principles that hold more advantages and are effective in the prospect of achieving our
goals. But before we could even go further into the application of organizing and staffing, we need to know
what it means.
Organization
# A system, an orderly structure, putting things together into a working order, and making
arrangements for undertakings that involve cooperation

Organizing
# One of the essential elements of the quality system (WHO, CLSI, 2011)
# Establishes the internal organizational structure of the organization
# Gives the proper shape to the structure that should implement the plan to achieve mission and
objectives.
# Enables people to work together, and to accomplish common objectives in an efficient, planned, and
economic matter (Mekonnen, 2004)
# More than a clean desk
# Time, people, physical lab space
# Lab meetings: brainstorming and troubleshooting
# determines who does which project and technique, who heads a post
# manages the timelines and budgets for multiple projects
# management commitment is crucial
# there must be a mechanism for implementation and monitoring (Sandquist, 2013)
# Involves:
# Defining and assigning authority, responsibility and accountability needed at each level to achieve
goals.
# Focus:
# division,
# coordination, and
# Control of tasks and the flow of information within the organization. (Hayajneh)
There are things I miss that I shouldnt, and those I dont that I should. Sometimes we want what we couldnt, sometimes we love who we could. -Lang Leav

$
Staffing
# The process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to
create positive impacts on the organizations effectiveness. (Heneman and Judge, 2005)
# Staffing is a management function
# Occurs after an organizational design is in place
# The need for people with the right skills, knowIedge and abilities to fill the organizational
structure
# It consists of:
# Selecting the right person for the right post.
# Training and development.
# Giving proper remuneration and motivation.
# Performance appraisal of employees.
# Proper promotions, transfers, etc.
# Internal factors that affect staffing:
# Promotion policy
# Future growth plans
# Technology used
# Support from top management
# Image of organisation
# External factors that affect staffing:
# Labor laws
# Pressure from socio-political groups
# Competition
# Educational standards
# Other external factors such as trade unions, social attitude towards work, etc
# Staffs: the personnel who carry out a specific enterprise




CHARACTERISTICS OF ORGANIZATION

The special quality or trait which makes something different from others is what we call characteristics.
This character is what gives memory and familiarity to a certain word that we then apply in our daily
situations. Organization hold characteristics which make us remember it and differentiate it from other
functions of management.

Organizational structures include two fundamental requirements: the division of labor into distinct
tasks and the coordination of that labor so that employees are able to accomplish common goals.

a. Division of labor
b. Authority center

Division of labor
The process of breakdown of activities, duties and responsibilities in stages, segments or even
departments so as to achieve a common goal
Subdivided work leads to job specialization, because each job now includes a narrow subset of the
tasks necessary to complete the task.


There are things I miss that I shouldnt, and those I dont that I should. Sometimes we want what we couldnt, sometimes we love who we could. -Lang Leav

%
Coordination of labor
Act of organizing and making different people work together to achieve an organization's goals.
Organizations ability to divide work among people depends on how well those people can coordinate
with one another.

Authority center
Responsible for ensuring that employees perform their respective tasks as well as coordinate
effectively with other staff on each work shift.

Substitution of personnel
Ability of an organization to substitute a personnel in case of emergencies like getting sick or when
having a vacation leave. The substitute personnel should know or be capable enough to cover the
responsibilities of the person he/she is substituting.


CONCEPT OF ORGANIZATION
A. Organizational chart
B. Job description
C. Job specification
D. Work schedule
E. Reorganization

A. Organizational chart
The organization chart is a diagram showing graphically the relation of one official to another, or others, of
a company. It is also used to show the relation of one department to another, or others, or of one function of
an organization to another, or others. This chart is valuable in that it enables one to visualize a complete
organization, by means of the picture it presents.
There is no accepted form for making organization charts other than putting the principal official,
department or function first, or at the head of the sheet, and the others below, in the order of their rank. The
titles of officials and sometimes their names are enclosed in boxes or circles. Lines are generally drawn from
one box or circle to another to show the relation of one official or department to the others.
The different types of organization charts include:
Hierarchical
The shape of a hierarchical organizational structure is the pyramid. A hierarchical organization is a
group of entities structured to be subordinate to a central idea, person or group of persons. The person or
department in charge sits at the top of the pyramid. Each department sits below the top in descending order
of subordination. The flat bottom of the pyramid is filled with the bulk of the population of the organization.
Matrix
A matrix organizational chart describes the areas of communication on a matrix-shaped chart. It
couples hierarchy with multiple levels of communication responsibilities. This structure is more complex than
traditional structures, but allows for better understanding of organizations where various levels may answer to
more than one department head. The matrix contains two axes of power--one vertical and one horizontal.
There are things I miss that I shouldnt, and those I dont that I should. Sometimes we want what we couldnt, sometimes we love who we could. -Lang Leav

&
While most organizational charts are pyramid shaped, a matrix organizational chart describes levels of
hierarchy in a matrix-shaped diagram. Traditional organizational charts keep authority positions higher on the
pyramid, where the matrix organization chart may keep authority levels on similar lateral lines. This is to
better illustrate lines of communication rather than authority.
Flat (also known as Horizontal)
In a flat organization structure, there are few levels of command that exist between the employee and
the top management. This structure is best suited to small organizations.
This structure completely does away with bureaucracy and middlemen. The management entrusts
work directly to the employees. The employees in turn carry out work as per their discretion or turn directly
to the top management for advice when doubts occur.
Communication flows are greatly enhanced here. The management and the employees work together
toward achieving organizational goals and objectives. As the roles of middlemen are eliminated, the company
does not end up paying unnecessary salaries. Also, as the employees use their judgment and discretion in
carrying out work, the response times are very fast.
The main problem here is that an employee might be reporting to more than one superior. There is no
clarity on whose work he must complete first. Also, this structure is suited only to small organizations that
have limited numbers of employees.
B. Job description
A job description is a list that a person might use for general tasks, or functions, and responsibilities of a
position. It may often include to whom the position reports, specifications such as the qualifications or skills
needed by the person in the job, or a salary range. Job descriptions are usually narrative, but some may instead
comprise a simple list of competencies; for instance, strategic human resource planning methodologies may be
used to develop a architecture for an organization, from which job descriptions are built as a shortlist of
competencies.
Prescriptive job descriptions may be seen as a hindrance in certain circumstances:
! Job descriptions may not be suitable for some senior managers as they should have the freedom to
take the initiative and find fruitful new directions;
! Job descriptions may be too inflexible in a rapidly changing organization, for instance in an area subject
to rapid technological change;
! Other changes in job content may lead to the job description being out of date;
! The process that an organization uses to create job descriptions may not be optimal.

C. Job specification
A job specification is written by the firm and outlines the type of person the firm wants, it might contain
the educational qualifications, previous experience, general intelligence, specialized skills, interests, personality
and physical requirements.


There are things I miss that I shouldnt, and those I dont that I should. Sometimes we want what we couldnt, sometimes we love who we could. -Lang Leav

'

A job specification is used to match the right person to the job. It describes the desirable personal attributes
of the jobholder. The specification should specify the person's:
1) Skills on the job
2) Knowledge of and for the job
3) Length of experience for the job
4) Attitude for the job
5) Preferences
6) Presentability


D. Work schedule
Work schedules are based on a variety of factors, from the employee's availability to the employer's need.
Scheduling can be either detailed or vague, giving a specific time for work or alerting workers to a specific
deadline when closer to the given dates. Work schedules are presented in either electronic or hard copy
format, depending on the employer, type of work and employee.
Set Schedule
Employers provide employees a specific time when they must work and it cannot be changed unless
there is a personal emergency for the employees. Set schedules are usually given out in advance to allow
employees to make arrangements around their work times.
Flexible Schedule
Flexible schedules are set out by an employer, but employees are able to change the shifts if needed,
provided it is approved by their manager and there are other workers available to cover the time. A mix
between set schedules and flextime is common.
Flextime
Flextime is a schedule given to an employee who can determine when they work inside a set week or
time frame. Individuals use this kind of schedule when they are short-term contractors, such as graphic
designers, or have other obligations. Condensed weeks or regular workweeks may be used for flextime.
Employee Scheduling
Employees, when being hired, generally give the times and days they are available during the week. This
is the employees' way of regulating their work schedule, including days they cannot work due to other
obligations. Occasionally an employer will schedule an employee on a day when he cannot work and will
request that the employee work it if they can.



There are things I miss that I shouldnt, and those I dont that I should. Sometimes we want what we couldnt, sometimes we love who we could. -Lang Leav

(
E. Reorganization
A process designed to revive a financially troubled or bankrupt firm. Reorganization involves the
restatement of assets and liabilities, as well as holding talks with creditors in order to make arrangements for
maintaining repayments. Reorganization is an attempt to extend the life of a company facing bankruptcy
through special arrangements and restructuring in order to minimize the possibility of past situations
reoccurring.


The importance of organization is not only seen in the laboratory but in our everyday life. How we learn
to prioritize one activity from the other, how we present ourselves with a daily time schedule complete with
reminders, how we put things and valuables into our bags and many more are a part of organization. It is by
organizing that we learn to accept responsibilities and handle them properly without putting others in a topsy-
turvy line. It is good to remember as well what Dee Hock, the founder of Visa credit card, once said, An
organization, no matter how well designed, is only as good as the people who live and work in it.

Reference:

(1.) https://www.inkling.com/read/organizational-behavior-mcshane-von-glinow-5th/chapter-13/division-of-
labor-and

(2.) http://www.asbmb.org/asbmbtoday/asbmbtoday_article.aspx?id=48974 Elizabeth Sandquist

(3.) http://samples.jbpub.com/9780763759643/59643_CH02_5289.pdf

(4.) http://www.hayajneh.org/glossary/vocabulary/m/Management.html - Dr. Yaseen

(5.) http://kalyan-city.blogspot.com/2011/07/what-is-staffing-meaning-factors.html


Prepared by:
Group 2

Chu, Mardanielle C.
Escritor, Arianne Valerie
Mendoza, Robert Kymric R.
Ozaeta, Patricia May K.
Ponce, Patricia Nicole
Sim, Nathaniel Q.