Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA (Clin Lab Manag Rev Offic Publ)

Publisher: Clinical Laboratory Management Association

Journal description

Discontinued in 1999. Continued by Clinical Leadership & Management Review (1527-3954).

Current impact factor: 0.00

Impact Factor Rankings

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5-year impact 0.00
Cited half-life 0.00
Immediacy index 0.00
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Other titles Clinical laboratory management review
ISSN 0888-7950
OCLC 13720381
Material type Periodical
Document type Journal / Magazine / Newspaper

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: The Ethiopian National Accreditation Office (ENAO) was charged with the objective of ensuring that Ethiopian products and services provided on domestic and international levels meet and establish an appropriate infrastructure of a national accreditation system that is compatible with international requirements. A key initiative for medical laboratories in Ethiopia was to look at international accreditation schemes in order to meet this objective, specifically looking at ISO15189:2012. Accordingly, various training and work shops have been provided to laboratory personnel in order for them to develop policies that address the preparation, validation/verification, measurement of uncertainty and overall ISO 15189:2012 quality management system. This manuscript outlines our experience in Ethiopia in establishing such a quality assessment program for clinical laboratories.
    No preview · Article · Dec 2014 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA
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    ABSTRACT: Communicating is something people take for granted. But some organizations have still not learned that information should not be a closely guarded commodity, but something to be shared freely. To be productive, employees must know the organization's goals and constraints. Managers must develop an early warning system so little problems do not grow into big ones. They must be able to assess their employees' morale and prevent personality problems from getting out of hand. In this issue, we asked some top communicators for their tips on promoting better information exchange.
    No preview · Article · Jan 2010 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA
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    ABSTRACT: This article defines motivation. It tells managers how they can motivate themselves and whether they can motivate others. If managers cannot motivate others, this article explains what they can do instead. It reveals the FOUR essential elements of motivation: direction, importance, faith, and example. And it identifies the THREE most motivational messages managers can send to their staffs: "You are important," "You can do it," and "Follow me!"
    Preview · Article · Apr 2005 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA
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    ABSTRACT: The payoff to successful time management is getting more out of your life and your career. This is accomplished by spending less time with your time robbers and more time on things that really have value to you. To gather data on how time management principles apply to clinical laboratory managers, in-depth surveys were conducted. These interviews produced some interesting findings about typical time robbers of clinical laboratory managers, as well as some innovative solutions. This article focuses on three principles of time management: Principle #1: Do Some Analysis of Your Use of Time. Principle #2: List Goals and Set Priorities. Principle #3: Plan Your Time Regularly.
    Preview · Article · Jan 2003 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA

  • No preview · Article · Nov 1999 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA
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    ABSTRACT: Presentation skills are vital to clinical systems managers. This article covers four steps to successful presentations: 1) tailoring for an audience, 2) organizing a presentation, 3) mastering presentation techniques, and 4) creating effective visual aids. Tailoring for the audience entails learning about the audience and matching the presentation to their knowledge, educational level, and interests. Techniques to curry favor with an audience include: establishing common ground, relating through universal experiences, and pushing "hot buttons." Tasks involved in organizing the presentation for maximum audience interest begin with arranging the key points in a transparent organizational scheme. Audience attention is sustained using "hooks," such as graphics, anecdotes, humor, and quotations. Basic presentation techniques include appropriate rehearsal, effective eye contact with an audience, and anxiety-reducing strategies. Visual aids include flip charts, slides, transparencies, and computer presentations. Criteria for selecting the type of visual aids are delineated based on audience size and type of presentation, along with respective advantages and disadvantages. The golden rule for presentations is "Never show a slide for which you have to apologize." Rules to maximize visibility and effectiveness, including use of standard templates, sans serif fonts, dark backgrounds with light letters, mixed cases, and effective graphics, ensure that slides or projected computer images are clear and professional. Taken together, these strategies will enhance the delivery of the presentation and decrease the speaker's anxiety.
    No preview · Article · Nov 1999 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA

  • No preview · Article · Nov 1999 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA
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    ABSTRACT: The objective of this research study is to identify laboratory performance areas and indicators of performance from the perspective of key laboratory constituencies. A specific technique, the Delphi panel, is used to achieve consensus on a system of indicators that can be used by laboratory service managers to build information pathways, increase efficiency, and improve outcomes. Individual panels represented the five highest ranked stakeholder groups: hospital executives, managed care executives, referring physicians, laboratory regulators, and laboratory managers. The instruments used for the Delphi panels were developed and validated in a pilot study. After three rounds, each panel had identified a set of priority performance areas and indicators for each area. Although concurring that the Delphi was valuable and effective in identifying performance areas, participants indicated that it was less useful in developing specific indicators enabling monitoring of laboratory performance over time or cross-laboratory comparisons.
    No preview · Article · Nov 1999 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA
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    ABSTRACT: Nutrition assessment performed as part of hospital admission protocol can significantly reduce length of stay, costs of care, and the incidence of readmission by efficiently identifying patients with malnutrition. As reported in more than 150 clinical studies, malnutrition is a health problem of huge magnitude, potentially affecting more than half of hospitalized patients in the United States. The laboratory director can optimize the use of visceral protein testing in nutrition assessment protocols to realize the greatest benefit for both patient and institution. The accurate identification of patients with protein calorie malnutrition allows the use of malnutrition ICD-9-CM codes to obtain higher reimbursement for the increased acuity of illness.
    No preview · Article · Nov 1999 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA
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    ABSTRACT: Kaiser Permanente's Northern California Regional Laboratory recently achieved an important milestone in its continuous quality improvement project by automating time-consuming and labor-intensive tasks involved in preanalytical and postanalytical sample processing. The new task-targeted automation system, the most sophisticated of its kind in the world, consists of three key components: the Roche Diagnostics PSD 1 primary sample decapper/sorter/archiver, the Roche Diagnostics VS 250 aliquoter, and a data manager/process controller developed by Data Innovations. The system was placed into service in April 1998, culminating more than a year of planning and implementation. Within months after the system went into operation, the laboratory observed significant improvements in workflow and efficiency, as well as a reduction in work-related injuries. The purpose of this article is to provide management teams in other laboratories with a description of the planning and implementation process and offer suggestions for those contemplating a similar program.
    No preview · Article · Nov 1999 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA

  • No preview · Article · Nov 1999 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA

  • No preview · Article · Nov 1999 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA

  • No preview · Article · Nov 1999 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA
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    ABSTRACT: Operational issues in health care ultimately lead to discussions concerning personnel. Adequate staffing, "rightsizing," compensation, scheduling, morale, supervision, and organizational structure were subjects of the questions the Clinical Pathology Laboratories at the University of Virginia Medical Center asked in 1994. The answers were found in the design of a new skill-based personnel organizational model and compensation plan.
    No preview · Article · Nov 1999 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA
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    ABSTRACT: Involuntary termination of employment is the final step in the human resource management life cycle. It often is viewed negatively because it may connote failure on the part of the employee. In some circumstances, however, it may indicate management's failure to turn a situation around. Although you may never expect an involuntary termination to be a pleasant experience, management can find some consolation in assuring that the decision is well founded and based on legitimate, nondiscriminatory reasons.
    No preview · Article · Sep 1999 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA
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    ABSTRACT: The number of qualified and competent clinical laboratory sciences (CLS) professionals is rapidly declining. As competition grows and the clinical laboratory comes under greater scrutiny, the laboratories that survive will be those that recognize that their, employees are their greatest asset. However, retaining expert CLS professionals requires a dramatic change in management's belief system regarding the value of its personnel assets. Management must create a culture of empowered people who have the freedom to exhibit self-direction in achieving the organization's mission and goals. Management must consider its employees valuable enough to invest in their professional growth. A laboratory's long-term sustainability and economic performance will depend on a committed workforce that supports their organization's success.
    No preview · Article · Sep 1999 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA
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    ABSTRACT: This article describes how a competency assessment program can be implemented in a clinical laboratory. The author reviews applicable standards and regulations and describes a 10-step process for establishing a program. Sample forms are provided for documenting assessments.
    No preview · Article · Sep 1999 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA
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    ABSTRACT: The author describes the DISC Trait Theory Model as a means of enabling managers to improve interactions and reduce encounters with difficult employees. A basic understanding of each style (director, interactor, control, and service) is provided as well as strategies for different types of interactions.
    No preview · Article · Sep 1999 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA
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    ABSTRACT: Health-care managers have long been sensitive to the importance of physical resources (technology, space) and financial resources to the success of service delivery. During the last several decades, the value and potential for development of a third element, the human resource has gained new recognition. The importance of viewing personnel as an expandable resource, addressed in an organization's strategic plan, is crucial to meet challenges faced in a rapidly changing health-care environment.
    No preview · Article · Sep 1999 · Clinical laboratory management review: official publication of the Clinical Laboratory Management Association / CLMA