[Microbiology laboratory management: an (almost) pending matter]

Many professionals from distinct disciplines work in health centers and consequently these workplaces should be considered as service companies, involving human, material and financial resources aimed at providing a service required by society. Hospitals are one of the most complex types of company, in which diverse goods and services are produced and consumed. Like the hospital as a whole, the various units and departments in which the hospital is divided, including the microbiology department, are sufficiently different to be called distinct, but related, branches of the same company, given that none can perform their function without the others. Viewing a hospital service as a branch of a large company (the hospital as a whole) allows its production, the resources used in this production, and its clients to be identified more clearly. The healthcare model based on clinical management units aims to constitute a new organizational model for public health systems in which health strategies are performed that allow innovation and decentralization of the healthcare network. Clinical management provides the framework for attending to the population's healthcare needs through a person-centered approach and involves all the professionals in any of the settings in which healthcare is provided. Among the aims of this model is to guarantee continuity of care, facilitate comprehensive health promotion and deliver daily healthcare effectively. The main instruments of clinical management are structured knowledge of the population's health needs, the use of the best scientific knowledge available, and a comprehensive and participatory practical model, together with assessment tools. Three possible clinical management models are proposed for the work of specialists in microbiology and parasitology: a) a microbiology clinical management unit; b) a biological diagnosis clinical management unit, and c) a multidisciplinary clinical management unit with cross-competencies with affiliated specialties. The latter two models have strengths and weaknesses and the choice of any model must be based on mutual trust, respect for areas of knowledge and the search for synergy among the units and services forming these models. Any of the proposed models could be valid, although the selection of a particular model should consider the working environment, the size of the hospital, and the interpersonal relations within its components, which should be based on complementariness, dialogue and the search for consensus in decision-making to achieve a synergistic environment. The model that might best satisfy clinical microbiologists' expectations and promote their future development and survival in the era of automatization of most microbiological diagnostic procedures could be the multidisciplinary model.