1. Management and Managing aspects
of a Wellness service in health system
Sejojo Phaaroe

2. Lets all take action to build our
Wellness services
• Did you know that God chose you before the foundations of the
earth? Before the worlds were ever formed,
• He knew you. And, He didn’t create you to be average. He didn’t
create you to barely get by.
• He created you to excel! Not only has He chosen you, but He has
equipped you with everything you need to live and thrive in this life.
• He has deposited seeds of greatness inside every person. But in
order to tap into those seeds of greatness, you have to believe this and
act on it.
• as long as we have a poor self-image, we’re not going to experience
God’s best. In order to be all that God has called us to be, we have to
see ourselves as chosen, valuable and victorious to put the profession
to the next level.

3. “Management”
• has become an almost abstract concept
– either a collective term used by people in an
organisation to refer to the senior staff, divisional
heads, supervisors, and those with authority to make
decisions,
- an unseen controlling force; or a theoretical definition
of the “science” underlying organisational leadership.
• In truth, management pertains to an organisation´s maxims
- about planning, organising, staffing, leading or
directing, and controlling (a group of one or more
people or entities) for the purpose of accomplishing a
goal.
• It is the drawing-board stage of things. Although
important, the word “management” is a noun – a passive
concept.

4. “managing”,
• by contrast, is a verb – alive with potential, albeit it for
failure or for success.
• Managing is the act of putting the theory of
management into practice.
• The term “managing ” typically refers to all the
business and organisational activities that must be
completed in order for people to be inspired to
accomplish desired goals and objectives using available
resources efficiently and effectively.
• Managing has a strong focus on people. Managing
people requires the manager to understand that s/he is
a coach, mentor and workplace facilitator.
• A good manager, apart from being able to run the
numbers and focus on the big picture, needs to have
some core skills that define him/her as a well-rounded
executive manager and coach.

5. 4.2.1 Components of a Management
System
Policies (directions from the Top Management to
achieve the objectives);
Systems (inter-related activities e.g..: stock
control, sample receiving, testing, );
Programmes (outline of activities e.g.: auditing,
monitoring, management reviews);
Procedures (outlines how policies are
implemented);
Instructions (describe how specific activities are
performed).
Sejojo Phaaroe 5

6. Typical Documentation Structure





 QUALITY Level 1
 POLICIES
 PROCEDURES Level 2

SOPs, Test Methods, Operating Instructions Level 3


RECORDS (forms, check lists, test reports) Level 4


6

7. 4.2 MANAGEMENT SYSTEM
INPUTS PROBLEM SOLVING
4.1 Organisation 4.8 Complaints
4.3 Document Control 4.9 Control of Non-conformities
4.4 Review of Requests, Tenders & Contracts 4.11 Corrective Action
4.6 Purchasing Services and Supplies 4.12 Preventive Action
5.1 General
5.3 Accommodation & Environmental
conditions
COMPETENCE
5.4, 5.6, 5.7 4.5 Subcontracting
5.2 Person 5.5 Test/Calibration of tests and
nel Equipment Methods, Measurement calibrations
Traceability; Sampling
5.9 Assuring the quality of test/calibration results
MONITORING & IMPROVEMENT OUTPUTS
4.10 Continual Improvement
4.7 Service to the Customer
4.14 Internal Audits
4.13 Control of Records
4.15 Management Review
5.10 Reporting the Results

8. Specific personnel to perform:
Sampling
Tests / calibrations
Keep records
Include dates Issue test reports/calibrations certificates
Readily available
Give opinions/interpretations
Authorisations
Competence Operate particular equipment
Training
Skills
Experience
Educational & professional qualifications
Checklist of Minimum Standards : Areas of personnel assessment for competency

9. In conclusion
• It is in the ever-widening gap between these
two concepts – managing and management –
that the root of much of the trouble in today´s
organisations can be found.
• This is essentially a skills gap we must fill in
order to achieve our goal in the Ministry of
Health .
• Managers, although quite capable of “talking
the talk”, are often failing to “walk the talk”.

10. So what skills or competencies do you
require to be a Lab Head / manager?.
• Knowledge of Psychology
sectional Heads /Managers must understand
personalities, theories of human motivation,
and adult development theories (including
moral, intellectual, emotional, relational and
spiritual development and maturity).
• They must have the capacity to evaluate
different models of personal and leadership
styles.

11. Business Acumen
• Good managers are familiar with basic business
concepts and practices, basic financial concepts,
and business functions and their
interdependencies.
• We should be able to link strategic planning with
team and individual goal setting, goal-directed
feedback and follow-up.
• We should understand the business context,
including legal, Human resource, IT, sales,
marketing and other functional areas.

12. Organisational Knowledge
• Basic organisational structures, systems,
processes including functional, divisional, matrix
organisational forms as well as behavioural
patterns associated with each should be well
understood by managers.
• This knowledge should extend to the design,
nature and role of organisational structures,
politics, power and influence.
• Change management theories and practices, and
models of succession and leadership transition
are familiar concepts for managers.

13. Coaching Knowledge
• A good manager understands: systems
perspective, results orientation, business focus,
partnership mindset, competence, integrity and
judgement.
• We should be able to accurately measure
coaching outcomes and processes.
• We should differentiate between the various
roles – trainer, mentor, advisor, coach, counsellor,
consultant, therapist and professional – that a
manager must play

14. • •“The Medical Laboratory is a place where ,
under rather difficult conditions , we create a
protected island where together with our
younger collaborators , we use all our mental
power and energy , to be an active part of
medical development and to enjoy the thrill of
new discoveries in modern science to benefit
mankind”. Sejojo Phaaroe 1997

15. Be encouraged and keep floating
• I read where the average child laughs over 200
times a day, but the average adult only laughs
4 times a day. What’s happened? We’ve
allowed the pressures of life, stress and more
responsibilities to, little by little, steal our joy.
The Work place is where our half-life and time
is spend , ethical practices and regulations
create harmony and a conducive environment
for us to keep exploring nature for
Humanitarian purpose.

16. why regulate medical laboratory professionals, and facilities ?
Med Laboratory Scientists should not be one of the
Following puzzle?
Release of non Any
reliable results Corruption unlawfull
Practice un- Take unlawfully Mull-
licensed patient’s money practice
Scandal
Neglegence Misconduct Discriminate Bioterrorism Ethnic / social
patients Fraud discrimination
Belief /
Religion

17. • THANK YOU FOR LISTENING