Laboratory Administration
Leading / Interfacing
Leading / Relating in the pathology group

Author: Richard Horowitz, M.D. (see Authors page)

Revised: 25 January 2017, last major update April 2013

Copyright: (c) 2003-2017, PathologyOutlines.com, Inc.

PubMed Search: laboratory pathology group
Cite this page: Leading / Relating in the pathology group. PathologyOutlines.com website. http://www.pathologyoutlines.com/topic/managementlableadershippathology.html. Accessed December 13th, 2017.
Introduction
  • The organizational structure of pathology groups varies widely
  • Some groups are part of a larger entity, such as Permanente or an academic medical practice group
  • Sometimes, a single pathologist has a contract with a hospital and employs other pathologists
  • In other cases, there is a partnership of professional corporations
  • Other models include simple employment by a commercial laboratory or by a government entity, such as the VA
  • Regardless of the structure, pathologists will probably spend more time with the practice group than with their families, and thus both professional and personal satisfaction depend upon a collegial and supportive practice environment
Prerequisites
  • A written organizational chart showing the lines of authority and reporting relationships of all the members
  • A written mission and vision statements for the group, separate from the mission or vision of the hospital, as well as a budget for the operations of the group
  • Accepted policies which define each member’s role in the group and procedures for scheduling and vacation planning
  • Written position charters (job descriptions) for the director and for each of the pathologists and other professionals, e.g., PhD chemists, detailing the authority, responsibilities and domains of each
  • Regularly scheduled, formal meetings of the group
Some Things to Do
  • Communicate informally on a daily basis; maintain an "open door" policy
  • Prepare an assignment calendar and vacation schedules
  • Establish a peer-review and internal consultation methodology that is non accusatory and non punitive
  • Have bi weekly or monthly formal group meeting, with an agenda addressing recurrent items such as fiscal review, operations review, discussion of incidents, schedules, etc., as well as an open agenda with subjects that can be brought up by any member of the group
  • Encourage social interaction among the group members and their families