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Management

• Management coordinates efforts to achieve goals using available resources efficiently.
• Planning, organizing, staffing, directing, and controlling are all part of an organization achieving its goals

Adam Smith

• Is known for the division of labour.

Karl Emil Maximilian "Max" Weber

• Weber is known for bureaucracy,
• Bureaucracy is suitable for government organizations, but not suitable for business organizations.
• Bureaucracy means an organization has a well-defined line of authority, clear rules, and strictly followed regulations.
• "Red tape" and "inflexibility" are characteristics of a bureaucracy that can frustrate people.

Six Major Principles of Bureaucracy

• Hierarchy consists of power levels that control subsequent levels with the top person controlling all levels.
• Rules are regulations made by top figures which must be followed consistently throughout all levels of the structure.
• Function says members organize by function and skill to keep similar individuals together.
• Focus refers to the structure, the "in focus" form serves to fulfill the needs of members related to market share and profits.
• Impersonal means all employees, members and clients in a bureaucracy should be treated equally using uniform policies.
• Qualification refers to employment relying on qualifications rather than connections, also protecting from dismissal w/o cause.

Frederick Winslow Taylor

• Best known as the father of scientific management.
• Systematically observing and studying work is essential.

Elton Mayo

• Conducted the Hawthorne Studies at Harvard.
• Managers should address employees' emotional needs at work.

Chester Irving Barnard

• Effectiveness and efficiency are the criteria to survive.
• The two ways of convincing subordinates to cooperate include: tangible incentives & persuasion.

Henri Fayol

• Known as the father of Universal Process, Operational Management, and Administrative Management Theory

Six Major Industrial Activities Identified by Fayol

• Technical: production and manufacturing
• Commercial: buying, selling and exchanging
• Financial: optimum use of capital
• Security: safeguarding property and people
• Accounting: including statistics
• Managerial

Frederick Herzberg

• Developed the two-factor content theory, which is also referred to as the two need system.
• Hygiene factors
• Motivation factors

Hygiene Factors

• Company's Policies and Administration
• Supervision
• Working Conditions
• Interpersonal Relations
• Salary
• Job Security
• Status
• Personal Life
• Employee Benefits

Motivating Factors

• Achievement
• Recognition for Accomplishment
• Increased Responsibility
• Opportunity for Growth and Development
• Creative and Challenging Work

Abraham Harold Maslow

• Developed Maslow's Hierarchy of Needs;
• Physiological → Safety → Love/Belonging → Esteem → Self-Actualization

David Clarence McClelland

• Developed the Achievement Motivation Theory also called need achievement, or n-achievement theory
• The three needs consist of: Achievement, Power, and Affiliation

McClelland 3 Needs Explained

• Need for achievement: drive to excel and succeed
• Need for power: need to make others behave differently
• Need for affiliation: desire for friendly relationships

Victor Vroom

• Developed the Expectancy Theory.
• Employees will exert high effort leading to a good performance appraisal.
• Good appraisal of performance will lead to reward (bonus, raise, promotion)
• Rewards will satisfy the employee's personal goals

Mary Parker Follett

• Believed in motivating employees on their job performance, a "pull" rather than a "push" strategy.
• Developed four principles of coordination.

Four Principles of Coordination

• Reciprocal Relation
• Early Stage
• Direct Contact
• Continuity

Douglas McGregor

• Developed Theory X and Theory Y

Personality

• Is a pattern of behaviours, feelings, and thoughts exhibited by an individual
• Affected by nature (genetic factors) and nurture (upbringing and life experiences)

Personalities in the Organization

• Traits can be modeled with the "Big Five": Extroversion, Neuroticism, Agreeableness, Conscientiousness, Openness

Big Five Personality Traits

• Neuroticism: aka negative affectivity, a measure of how often people experience negative thoughts correlated w/ stress/anger.
• Agreeableness: trustworthiness, likeability, high scorers = warm, helpful, friendly, low scorers = suspicious, unfriendly, self centered.
• Conscientiousness: self-disciplined, organized, and persevering
• Openness: being open to new ideas, important in creative/innovative disciplines.

Organizational Chart Basics

• Can be called an organization chart, org chart, organigram or organogram.
• Shows the structure of an organization and position relationships/ranks.
• Line: direct relationship - superior and subordinate
• Lateral: relationship between different departments
• Staff: relationship between a managerial assistant
• Functional: relationship between specialist positions

Hospital Administration

• Hospitals are health care institutions with medical and other professional staff, facilities, and inpatient services 24/7.

Types of Hospitals in the Philippines

• Categorized by Ownership and Scope of Services

Hospitals By Ownership

• Government - owned, established and created by law; DOH, DND, PNP, DOJ, SUCs, GOCC, LGUs.
• Private - owned, established and operated with funds from donation, principal investment or other means

Hospitals By Scope Of Services

• General - provides services for all kinds of illnesses, diseases, injuries, and surgical care, maternity, newborn/child care.
• Specialized

General Hospitals According Functional Capacity -Level 1

• Consulting Specialists in: Medicine, Pediatrics, OB-Gyne, Surgery
• Emergency and Out-patient Services
• Isolation Facilities
• Surgical/Maternity Facilities
• Dental Clinic
• Secondary Clinical Laboratory
• Blood Station
• 1st Level X-ray

General Hospitals According Functional Capacity -Level 2

• All of Level 1 plus:
• Departmentalized Clinical Services
• Respiratory Unit
• General ICU
• High Risk Pregnancy Unit
• NICU
• Tertiary Clinical Laboratory
• Blood Station
• 2nd Level X-ray with mobile unit

General Hospitals According Functional Capacity -Level 3

• All of Level 2 plus:
• Teaching/training services with an accredited residency training program in the 4 major clinical services
• Physical Medicine and Rehabilitation Unit
• Ambulatory Surgical Clinic
• Dialysis Clinic
• Tertiary laboratory with histopathology
• Blood Bank
• 3rd Level X-ray

Levels of Management

Managerial Skills

• Technical means understanding and demonstrating proficiency.
• Interpersonal Skills means human relations with effective interaction skills and managers, communication is critical.
• Conceptual means seeing the organization as a whole to see "the big picture", understanding environmental units.
• Diagnostic involve the ability to investigate and provide a remedy.
• Political consist of getting power, higher for Top managers need political skill, competitors, suppliers, shareholders need it.

Liabilities of a Hospital - Corporate

• Arising from failure to furnish necessary accommodations and facilities to carry out its purpose.
• Corporate liabilities may arise from unsafe buildings/grounds and equipment.

Liabilities of a Hospital - Vicarious

• From the acts of hospital employees.

Elements of Hospital Administration

• Planning most important
• Organizing
• Staffing 2nd most important
• Budgeting
• Supervising
• Motivation
• Evaluation

Systematic Planning Determination

• Process of decision making for future events;
• Decides What, When, Where, How, Why, and by whom things will happen.

Principles of Organizing

• Departmentalization
• Acquisition of human and non-human resources.
• Specialization and division of labor
• Coordination
• Authority and responsibility
• Unity of command

Staffing

• The 2nd most important element.
• Involves identifying number of personnel, recruitment, and orientation.

Budgeting includes three aspects:

• Accounting
• Auditing
• Purchasing

Supervising

• Consists of the day-to-day relationship between an executive and his immediate subordinates.

Motivation is defined as:

• "An externally induced behavior which occurs in order to bring about or maintain need fulfillment".
• Achievement, recognition, compensation/salary, supervision, policy, job security etc can be motivational.

Evaluation is defined as:

• Systemic collection of information about the activities, characteristics and outcomes of programs, personnel, and products

Supervision

• A supervisor oversees the day-to-day performance of employees which may manage a team, shift, or department.
• Successful supervisors have solid organizational and communication skills to transfer information from upper mgmt to workers

What it takes to become a supervisor:

• Excellent communication skills
• Expertise in team or department
• Ability to remain calm under pressure
• Firm grasp of company policies
• Strong work ethic
• Punctuality and time management skills
• Professionalism and a positive attitude
• Organizational abilities
• Interest in leadership opportunities

Levels of Supervision

• Direct
• General
• Intermittent
• Administrative
• General direction
• Long-range administrative direction

Direct Supervision

• Supervisor gives specific instructions on all assignments.
• Work reviewed for completeness/accuracy, employee performs tasked with inherent checks built into the work.

General Supervision

• Supervisor provides individual assignments by generally indicating what is to be done: limitations, quality, quantity, and deadlines.
• Specific instructions given for new, difficult, or unusual assignments.
• The employee uses initiative in carrying out recurring assignments, the supervisor assures work is accurate.

Intermittent Supervision

• Supervisor makes assignments by defining objectives, priorities and deadlines and helps employee with unusual situations.
• Employee plans and carries out successive steps, conforms with instructions, policies and accepted practices.

Administrative Supervision

• The supervisor sets overall objectives and resources available.
• Supervisor and employee develop deadlines, projects, and work to be done in consultation.

General Direction

• Assignments are made in broad practice, precedents, policies, and goals.
• Work reviewed for fulfillment of program objectives, conformance w/dept practices.

Long-Range Administrative Direction

• The employee generally proceeds independently with general plans, policies and purposes of dept
• Work results are technically authoritative and are normally accepted without significant change.

Types of Supervision

• Close
• Supervision
• General Supervision
• Direction
• General Direction

Types of Supervision, Explained

• Close Supervision = incumbent assigned duties according to specific procedures, work checked frequently, formal training.
• Supervision = incumbent performs routine duties within policies/procedures or via referral to supervisor's guidelines.
• General Supervision = Develops process; performs complex tasks w/established policy guidelines
• Direction = establishes procedures for attaining specific goals and objectives in a broad area of work - final results reviewed
• General direction = receives guidance for objectives, responsible For establishing methods to attain them, formulates policy.

Radiographer Supervisor

• Supervises radiological services for the district health centers.
• Supervises a group of radiographers operating equipment and producing radiographs. Includes planning, organizing and assigning work increase efficiency.
• Responsiblefor handling all records, contact with patients, physicians and staff
• Work is performed under the general supervision of a superior.

Knowledge Radiographer Supervisors need

• Regulations governing occupational hazards and precautions in radiographic work.
• Principles, practices, methods and new developments in the field of technology.
• Methods and practices in health services delivery.
• Principles, practices, materials, & equipment used in diagnostic radiological procedures adjustment and operations.

Skills and Abilities Radiographer Supervisors Need

• Anatomical terminology and human anatomy postures.
• Occupation hazard safety precautions.
• Proper procedures and techniques for handling a variety of patient injuries.
• Standards, procedures, processes, and customer/personal skills.

Radiographer Supervisors Need the Ability To:

• Supervise a group of radiographers.
• Provide recommendations to improve services.
• Learn departmental functions and organization.
• Assess staff training needs
• Position patients to optimize specific body areas
• Use radiation techniques to minimize patient exposure
• Schedule patients for diagnostic x-rays

Radiographer Supervisors Need the Ability To Cont:

• Explain purpose and procedure for breast self-examination
• Ensure maintenance of radiological equipment
• Maintain records, prepare activity reports.
• Establish and maintain effective working physicians.
• Use a computer terminal, entering/retrieving data.
• Film X-ray studies, including mammography.

List of Radiographer Responsibilities & Duties:

• Managing workflow • Training new hires • Creating and managing team schedules • Reporting to HR and senior management • Evaluating performance and providing feedback • Identifying and applying career advancement opportunities • Helping to resolve employee issues and disputes

Supervisor Duties: Workflow and New Hire

• Manage a team effectively and efficiently • Supervisors create and oversee team's workflow, monitor team performance • Help new employees understand their role and support them • This includes onboarding, explaining company policies and duties

Supervisor Duties: Schedule & Paperwork

• Create shift schedules and manage schedule changes (time off, sick days or handling a family emergency). • Supervisors report teaindividual performance to human resources and senior management.

Supervisor Duties: Performance & Opportunities

• Develop or implement employee feerecognition programs.
• Assigning appropriate rewards for achievements, providing feedback. • Supervisors help decide is eligible for promotions, sometimes can provide promotions directly.

Span of

• The number of subordinates a supervisor or manager can effectively and efficiently manage, can be narrow or wide.

Narrow Span of Control: Advantages

• Have more levels of reporting in the organization, resulting in a more heirarchical organization. • Supervisors can spend time with employees and supervise them more closely • Creates more development, growth, and advancement opportunities

Narrow Span Span Control:Disadvantages

• More expensive (high cost of management staff, office, etc.) • More supervisory involvement could lead to less empowerment and micromangement • Can result in communication difficulties and excessive distance between the top and bottom levels in the org.

Wide Span of Control: Advantages

• Have fewer levels of reporting, resulting in a more flexible, flatter organization. • Ideal for supervisors mainly responsible for answering questions and solving employee problems.

• Encourates empowerment of employees by giving more responsibdelegationand decision-making power.

Wide Span of Control: Disadvantages

• Itends to result in greater communication efficiencies and frequent exposure to top level or org. • May lead to overloaded supervisors if employees require much task direction, support and supervision. • Can result in a lack of adequate support to employees with decreased morale or job satisfaction

Optimal Span of Control

• Experts with a more traditional focus believe that supervisors/managers should have 5-6 subordinates.

• Organisation Size Large organizations tend to have wider spans of control than smaller organization
• Nature of an Organization-A flexible more flexible culture is consistent with wider more traditional narrow is consist with hirearcal
• Nature of Job Routine/Complexity Jobs require supervision as a rule and ask require supervision- narrower for a. vague Job

Optima Span Of Control Cont.d

Skills and competencies of manager -The more you go the wider Employees skills and abilities - more more experience requires less training director delegation- lesson supervision- Narrower you go

Leadership

• Is the art of motivating a group toward a common goal.

Six Leadership Styles

• Coercive leaders demand immediate compliance.
• Authoritative leaders mobilize people toward a vision.
• Affiliative leaders create emotional bonds and harmony.
• Democratic leaders build consensus through participation.
• Pacesetting leaders expect excellence, self-direction
• Coaching leaders develop people for the future.

Coercive Leadership

• Is the least effective and is based on terror.
• The leader is very top-down, creates a resentful attitude, and isn't effective for high performing workers.
• The leader's extreme top-down decision-making kills new ideas.

When to Use Coercive Leadership:

• Only used in extreme caution: Turn around, a heist
• Should be used ONLY with extreme caution when it is absolutely imperative (during a turnaround or a hostile takeover)

Authoritative Leadership

• Is themost effective style of leadership.
• Leader is a visionary who motivates by making clear to them how their work fits into a larger organization.
• Clear direction standards in the standards reward and clear.
• Gives leeway to device their own means, freedom to innovate, experiment, and take risks.

Authoritative style Continued

• Because of its positive impact, this style works well in almost any business situations, mostly when a business is adrift.

Affiliative Style

• Is focused around people where individual and feelings are valued more than tasks/goals.
• The leader strives to keep employees happy and create harmony.
• Fierce loyalty is created, improving communication.

Affiliative Style Continued

• Flexibility is improved by allowing people to work the way they do best.
• The leader gives ample positive feedback, though poor performance can go uncorrected.
• Should only be used in combination with authoritative style.

Democratic Style

• Is a flexible style that improves responsibility, the leader is very trusting and respected in commitments.
• Employees' concers are heard and used to determine what actions to take to keep morale high.
• There is very realistic expectations due to participation, however this style can escalate conflicts.

Democratic Style Continued

• Ideal when a leader needs assistance in taking a direction from able employees.
• This style becomes less useful when employees are not competent or informed enough for sound advice.

Pacesetting Style

• Has extremely high performance standards and exemplifies them.
• The leader is obsessive about wanting things done faster, setting guidelines people can't often achieve.
• Often destroys climate resulting with overwhelmed employees and a drop in levels.

Coaching Style

• Involves leaders helping employees pinpoint strengths; link to aspirations
• They empower employees to establish long-term growth goals.
• Leaders excel to give challenging work assignments, and plentiful instructions.

Coaching Style Continued

• Willing to put up with short-term failure for long-term goals
• Better results with constant dialogue, with greater exposure from leader
• If an employee has an involved boss, there’s greater experimentation and constructive assistance- it provides better understanding

Overview of 6 Leadership Styles

• Coercive - commands immediate compliance
• Authoritative - mobilizes people towards a vision
• Affiliative - creates emotional bonds, harmonies
• Democratic - builds consensus through participation
• Pace-setting - expects excellence and self-direction
• Coaching- Develops others for future

Leadership Definitions

• Is motivating others in a group to act toward a common goal.
• Maximize others, and get your success

Common Leader Characteristics

• Ability to delegate
• Good Communication

Self-Awareness for Leaders

• Leadership Wisdom: Insights drawn from reflections on your experiences.
• Leadership Identity: Who you are, including traits, chosen ones, core
• Leadership Reputation: How are others use your behaviour
• Leadership Brand; Based of aspirational traits you want to become.

History of Leadership

• Political: Hammurabi Code- around 1790, based from what is seen as.fair for the rules to be followed
• Military: Sun Tzu military leader and wise, the art of war
• REligious: Religious- had a grate impact on their societies

Leadership Theories

• Great Man Theory: Are born and is when and where needed
• Leaders are genetic and each of us develop new unique triats

Transformational Leadership

In 1978 James Mc Gregor burns Burns- process where leaders, interact with and inspire each other to advance together Bernard Bass- adding to what Burns by Shifting to those of the four lows with the chart

Transformational Leader

•Idealized influence-Purpose drove role model walk the talk

• INSPIRATIONAL MOTIVATION- Inspiring.Inspire Follows •Individualized Concessions-People Driven. Gentine consern for neds of the people •Intellective Stimulations-Innovating challenge followers to be innovative and creative

Leadership Practices

•Modle- Clafriy values set then exalmple •inspire a shred vision. Envision the future enlist followeres •Challens the process. search fore opportunities • enable others to act- Foster collaborator • Encourage their heart value

Key details and Details

Set they set an exalmple -Define then shout behavior standard

• The leader set example Define than should behavios are Standard
• Leadres should begin work on and emphasize to their followers

Management Practice

•Leaders is the force and change

• Forte cooperation and buliding trust •Recognize that have and have to success to prohect

SWOT Analysis

•Strengh- charactertitcs of the business of piolet that give it an advantage. •Weakless- where the business or project that give in 4 disadvantage .oppertunites-the the project could expoilt is advantrge •Threats:- elemts that the project and can cause trouble for the business/ Projec

Set leadership goals

• (SMART Goals - Specil Measurable Achilveable ,Relevent Time-bound)

Radiological Administration

• Location Easily access should always be on a ground floor Access is most important protect from the Sun and the light to the water but will impede trills

Admin Order number 35 and other orders that require

Requirement for the contron of radiation clinicals diagnostic x-ray facilities

• personnal Licensiun Requirements- have the right for for the x-ray
• x-ray machine requirement X- Ray room

Personnel requires to operate with licenses

Head of x-ray- a qualifide phicisns Licence radiologist RSO Radiology with licences or trained radiologist •Third level need a medical device •total fileterration

x0ray machine requirments

0_.3 -40 VP 1.5- -4-8 .O- 25 Brem l;imiting device Forcal spore mark Contral Consule Radiographical expose

Room requirnments

2.5x3.0m is not required as table 3.5/ 4.0 with 4 -55 with tittling table Door must be lined with 1.5 m thickness 2 meter higit from floor

Hospital requirements

Red. warning light bulb , Adqueate venitatious Aredequate sheikding Protecibe Barriers

A.O. number

A-0 numbers 1.24 and number.35 and number -40 are what your are suppose to fill out

Liability

Corpoorrate Liavilyies -areisingg from hospitals failing its purpose- safe buildings and equipment.

Elements of Hostility

• Planninbg
• Organaztions
• Staffinhf

Elements of Adminstaratations

• Planning - Most Imporatany
• Staffing - Seconsary
• Bugheting-Accontiongy -Auditing - Purchah
• Superisiong

To Become a Supervisor

• The superision for over day to to 10
• Success folt superior - good cooumnion and commnuaction
• To become and effect a good cummulion to be good at ten and hard-working
• The supervisor must have great orgunisation skill
• Great to work for

Level of Supvisors

• direct-Superor give specific instructions on Assitments
• Genel Supervision: Limiting is for the job
• Spervior helps and assit the employee

Level of Supervision

• The employee keep supervisesd in forement of poges and it should be contrevisal

Types of Supervision

• close supervision direct Supervision or general direction

What a Radiographer must have

• A degree
• To Know
• The Aterial and
• All
• Rules regulations- to be followet.

What the superviser has to understand

• The knowledge
• The skills:
• the Atbility

The Radiographer

• To Maintain flow
• To traint the new
• Set the goals of the team

Pan of co

• is the Number of superies

political skills

• Power but must work-alone a manager.

Ethics

• The study of right and wrong and also told us where to see is ethical or unethical (Greek word ethos which means, characteristic)

Ethical phylisophies

• utilitiatism*

Autonomy

• Persons self reliance rights in 40
• Do no harm
• Confederality Should not. To get to others

Double Effect

• Good or morally Neutral
• Not evil
• Good and not mean
• Most important that and it has to outweigh

Fidelity

"STyrict observence Promiser".

What kind of person we are lookninf for the role

Acquired Ordinary

Terminology

ideal Eithuett - form of scermeny Tradition-

Legal issues

Neglances to the rule

The radiologic conduct hem or her way and "The way it must work" said to (The Radiologic)

Ethics

There different Good of it all good How does all works

Jurisprudence

Lawa

Nomentature Lawa- act Radiographer -is the pratice

What our Legal Term and right

Publice Law - is the people and governant Private -is just the people

"Types" of Legal

Tort "Privet- law of conduct "Intentionaly torcs

The Negligent Tort

Malafense Mise-fensince- Nom-fensce

Legal Terms

Lega- the case - "Deffentent acton- Reposnont" "Weitnes - who are in the commission of the crime

Legal Right

Legal right Claim and a duty

Legal terms and right En force and and not have

Radio -Tech

Radiograph- - has to (4 compintion to what is esatlishe0) A-o - what we have to follow

The Good thing that you have to look for

DOCHINE of FORCH MAEJURE

No RESPONDBEALE - MUST HAVE THING - WHAT SHOULD HAPPUN

• WHAT IS THE RULE

All the Comps

• You are

What not to do

• Fild the from

The thing you should do

• Make a copy an make sure you fill it before you remove it. Don't remove and what your not

The things you should do and when they need to distroy them..

If you don't. Your going to need to pay And you know when its there .And what you shoud do after

How to know how long to keep and what to do with the right

• The person that is what you want to find put

There all the steps u have to follow when its your to check and and what you need

You will be able to find all the information.