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Lab Manager
Lab Manager
Description:
Essential Responsibilities:
Lead and manage technical, clinical, and operational aspects of the laboratory
and pathology services. Monitor test results, equipment, and laboratory
information systems. Perform, assist and support functions within laboratory as
needed.
Participate in on call responsibility to include, not limited to, Lab Manager and/or
Manager of the Day programs.
Ensures technical and support staff provide the highest quality of care and
comply with CLIA, CAP, COLA, Joint Commission, AABB, NCQA, federal, state,
and local requirements
Administer staffing, materials and capital equipment budget for the assigned
laboratories.
Leads and manages complex and diverse projects that have region-wide
impact.
Additional Requirements:
Thorough knowledge of regulatory (state and federal) agency requirements and professional practice
standards to include CLIA, COLA, CAP, NCQA, AABB, local, state and federal regulations.
Demonstrated ability to use good judgment and decision making, responding calmly and effectively in
crisis situations.
Highly effective interpersonal skills are required in building programs to support and maintain medical
staff, administrative and community relationships.
Working knowledge of clinical computer systems, PC computer skills, and Microsoft Office tools
In the health care industry, people’s lives are at stake. Effective health care
operations management goes beyond improving productivity and earning more
money. Health care operations strategies and software facilitate the efficient
provision and delivery of health care services to patients and communities to
ultimately save and improve lives.
The products or services that a company offers impact the way it should conduct
operations management.
Health care operations include the administrative, financial and legal activities of a hospital,
specialty practice, ancillary care provider or remote health service center. Health care
professionals need to get a handle on operations because, at minimum, they enable running
the business.
Health care providers are devoting more time and resources toward improving
clinical operations. When operational excellence is chased, businesses see financial
benefits and increases in staff productivity. Clinical operational excellence generally
starts at the top (for instance, with demands from stakeholders), but depends on the
mindset and behaviors of staff at every organizational level.
When practices, hospitals and clinics achieve operational excellence, any change in
process can result in increased operational efficiency, reduction of clinical
variability and maintained or even improved care quality. That means facilities and
medical professionals can keep up with industry and technological trends, ensuring
modernized practices that can provide the best care for patients, regardless of
diagnosis, medical needs or the availability of clinical services.
No matter what health care operations software your facility chooses to implement,
it will help you address and resolve inefficiencies that are preventing your medical
staff from doing what they are trained to do: care for the patient.
Myriad health care software exist that can help your clinic, practice, or hospital run
at its most optimal and efficient. Head to our overall health care software category to
check out alternatives to the current tools you utilize and find answers to
the questions you should ask when buying health care software.
AUTHOR
Jasmine Lee
Over the past 18 months, researchers have studied the top financial
performers among the more than 85,000 physicians on the athenahealth
network and discovered that, while there is no “one-size-fits-all" recipe for
success, high-performing organizations did share certain characteristics.
Here are five precepts that help explain their operational excellence — and
their financial success.
1. What you can't measure, you can't manage
No performance-improvement plan can be effective without understanding
what needs to be improved. Yet when athenahealth asked 79 senior
healthcare executives what they felt was the greatest barrier to shifting
organizations from fee-for-service to population health management, their
most frequent response was a “lack of transparency into clinical, financial or
operational performance."
Leading organizations don't share this view.