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Directing change: a contemporary administrative challenge

D F Hardwick1, W G Hardwick, A diZerega

  • 1Department of Pathology, University of British Columbia, Vancouver, Canada.

Modern Pathology : an Official Journal of the United States and Canadian Academy of Pathology, Inc
|April 1, 1997
PubMed
Summary
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Laboratory directors require distinct training for leadership beyond management. This article differentiates direction from management, highlighting the need for specific skills and values in clinical laboratory administration.

Area of Science:

  • Clinical Laboratory Science
  • Healthcare Administration
  • Management Theory

Background:

  • Clinical laboratory leaders are typically titled Director of Laboratories.
  • Training often emphasizes management over distinct leadership skills.
  • Current practices may equate laboratory direction with management.

Purpose of the Study:

  • To differentiate between the activities of directing and managing in clinical laboratories.
  • To argue for distinct training, attitudes, and values for laboratory direction.
  • To challenge the paradigm that management is the sole critical aspect of laboratory administration.

Main Methods:

  • Conceptual analysis of management and direction theories.
  • Historical overview of management principles (e.g., F.W. Taylor).

Related Experiment Videos

  • Examination of management's diffusion into healthcare systems.

    • Main Results:

    • Management, as traditionally defined, focuses on efficiency, control, and compliance.
    • Direction involves a different set of values and behaviors compared to management.
    • The historical codification of management emphasizes uniformity and predictability.

    Conclusions:

    • Directing and managing are discrete activities requiring different competencies.
    • Clinical laboratory leadership necessitates a broader skill set than traditional management.
    • Rethinking training and values is crucial for effective laboratory direction.