A Tale of Two Techs

A few years ago, two medical technologists, Mike and Sam, who had the same educational background and experience, were placed into technical supervisory positions in different sections of the clinical laboratory.  At the end of the 6 month probationary period only one of them had successfully adapted to his role as a technical supervisor.

Mike, perceived his role and function to be different from his earlier role as a scientist.  One of his first tasks was to determine the inventory of the department in terms of the staff available, their skills and abilities, strengths and weakness.  He reviewed the work flow in the department; using this he formulated priorities and schedules.  He held individual and departmental meetings and communicated to his people the teamwork approach to health care and interrelationship  that the department shared with the other departments and the medical center as a whole.  He gave the technologists a clear picture of where the department stood with respect to what was expected and the present state of performance.  He shared and discussed with them some of the problems he thought were inhibiting departmental performance and obtained their ideas on what could be done to improve things.  He took an active interest in each technologist individually and worked with each coaching them to set their goals to improve performance and provide more satisfaction from the job.  In order words, he managed, he planned, made decisions, organized, directed and controlled.

 Sam, the other technologist who was given the role of technology supervisor in Chemistry was confused and overwhelmed by his new role and spent time checking every test result before it left the department.  When he found an error he was quick to call it to the attention of the technologist in question.  He made the corrections himself. He was convinced that more checking was needed and he was spending more time monitoring test results.  He spent more time making sure things were done right.  Frequently he would watch technologists performing an assay and would point out flaws in technique.  He thought that all of the special procedures and research in addition to the CAP proficiency testing samples, demanded his attention. He performed the CAP assays and daily QC.  He often worked on these projects until late at night and on weekends.  He became so involved in working alone on these tasks that other responsibilities were neglected.  Workload recording, reports and employee evaluations were not filed on time.  At the laboratory supervisors' meeting, he was unable to give an adequate breakdown on the status of the entire department, workflow or why the turnaround time in reporting the results was increasing.  His staff was assuming LESS responsibility for their work.  They became passive and sullen.   One of the more experienced technologists resigned and two others requested transfers to other departments. 

After reading the above " A Tale of Two Techs" 

a. Discuss the major roles and functions associated with effective laboratory management

b. Describe effective versus ineffective leadership styles and behaviors

c. Compare and contrast leadership versus management

d. Compares leadership to fishing. Specifically, the leader on a fishing line. Relate that analogy to this example.

e. Discuss the various types of power being used by each supervisor.