title: Practicing participative management in the clinical laboratory. Foster a productive and satisfying staff.
abstract: Employee participation and involvement are at the leading edge of management thinking today. Not only behaviorally oriented managers, but managers of all styles include personnel in decision-making. The purpose of this article is to communicate to clinical laboratory managers some recent developments in people management. Several suggestions for team building and the desired outcome of worker participation are included. Although employee participation has been a major issue in management for 10 years, many business schools still emphasize only the traditional quantitative subjects of accounting, finance, statistics, and systems engineering. Obviously, these subjects are important, but modern managers must learn qualitative or behavioral material as well. Students are affected by the lack of a notable behavioral emphasis. Unfortunately, some students think that learning in the behavioral domain is unimportant. Too often, these students encounter problems later in their careers with employees and can only wish for greater knowledge.
authors: College of Health and Human Services, Southeast Missouri State University, Girardeau.
authors: R
authors: R
authors: Boissoneau
authors: J
authors: J
authors: McPherson
mesh_terms: D003142:Communication; D003659:Decision Making, Organizational; D004526:Efficiency; D006801:Humans; D007588:Job Satisfaction; D007755:Laboratories, Hospital / Q000458:organization & administration*; D007857:Leadership; D010564:Personnel, Hospital / Q000706:statistics & numerical data*