Hospital Administration PDF

MANAGEMENT AND HUMAN RESOURCE ADMINISTRATION Prepared by: Andrea Darla L. Espinosa, RRT, MSRT  MANAGEMENT ❖ Means to coordinate the efforts of people to accomplish goals and objectives using available resources efficiently and effectively. ❖ refers to the tasks and activ...

MANAGEMENT AND HUMAN RESOURCE ADMINISTRATION Prepared by: Andrea Darla L. Espinosa, RRT, MSRT  MANAGEMENT ❖ Means to coordinate the efforts of people to accomplish goals and objectives using available resources efficiently and effectively. ❖ refers to the tasks and activities involved in directing an organization or one of its units: planning, organizing, leading, and controlling.  HUMAN RESOURCE ADMINISTRATION ❖ Refers to the managing of human capital within an organization or industry ❖ Before, it was referred to as “personnel management” ❖ Handled by a team of human resources professionals headed by a senior human resources director  THEORIES AND MODELS OF ORGANIZATIONAL BEHAVIOR ❖ Organizational Behavior ❖ Is a field of study that investigates the impact that individuals, groups and structures have on behavior within an organization for the purpose of applying such knowledge towards improving an organization’s effectiveness. ❖ Includes sociology, psychology, communication and management. ❖ Devoted to understanding, explaining, and improving the attitudes and behaviors of individuals and groups in organizations. According to Adam Smith, Kinds of value ❖ Division of labor implies ❖ Use value (value in use) assigning each worker to the is the utility of consuming job that suits him best. a good. ❖ Productive labor fulfills two ❖ Exchange value refers to an important requirements. First, item or service produced, it must “lead to the production and sold on the market. of tangible objects.” Second, labor must “create a surplus” which can be reinvested into production Bureaucracy ❖ specific form of organization defined by complexity, division of labour, permanence, professional management, hierarchical coordination and control, strict chain of command, and legal authority.  Six Major Principles of Bureaucracy 1. Hierarchy – consists power levels that control each subsequent level. 2. Rules – must be followed consistently throughout all levels of the structure. 3. Function – maintains that the members are organized by function and skill as to keep similar individuals together. 4. Focus – “in focus” form serves to fulfill the needs of members. “up focus” structure serves to profit stockholders and similarly powerful people. 5. Impersonal – rests paramount to the success of the structure. 6. Qualification – employment within the bureaucracy relies on qualifications rather than connections and relationships. 4 Principles of Taylor’s Scientific Management 1. Replace rule of thumb work methods with methods based on a scientific study of the tasks. 2. Scientifically select, train and develop each employee. 3. Provide “detailed instruction and supervision of each worker”. 4. Divide work nearly equally between managers and workers.  According to Elton Mayo, ❖ Individual workers cannot be treated in isolation, but must be seen as members of a group. ❖ Informal or unofficial groups formed at work have a strong influence on the behavior of those workers in a group. ❖ Managers must be aware of these social and emotional needs and cater for them, to ensure that employees collaborate with the official organization rather than work against it.  Functions of the Executive (by Chester Irving Barnard) 1. Establishing and maintaining a system of communication. 2. Securing essential services from other members. 3. Formulating organizational purposes and objectives. Six Major Industrial Activities Identified by Henri Fayol 1. Technical (production and manufacturing) 2. Commercial (buying, selling and exchanging) 3. Financial (search for an optimum use of capital) 4. Security (safeguarding property and people) 5. Accounting (including statistics) 6. Managerial  5 Managerial Functions 1. Planning – deciding what needs to happen in the future and generating plans for action. 2. Organizing – making optimum use of the resouces required to enable the successful carrying out of plans. 3. Commanding/Directing – instructs, guides, and inspires the employees by communicating with them. 4. Coordinating/Staffing – selection of the best people and putting them on job where their talents and skills can be best utilized, and retention of these people through incentives, job training and job enrichment programmes, in order to achieve both individual and organizational objectives. 5. Controlling – checking progress against plans, which may need modification based on feedback.  Fayol’s 14 Principles of Management 1. Division of work 9. Scalar chain 2. Authority 10. Order 3. Discipline 11. Equity 4. Unity of command 12. Stability of tenure of personnel 5. Unity of direction 13. Initiative 6. Subordination of individual 14. Espirit de corps interests to the general interests 7. Remuneration 8. Centralization 1. Division of work – work should be divided among individuals and groups to ensure that effort and attention are focused on special portions of the task. 2. Authority – right to give orders and power to exact obedience. 3. Discipline – common effort of workers. 4. Unity of command – should receive orders from only one manager. 5.Unity of direction – entire organization should be moving towards a common objective in a common direction. 6.Subordination of individual interests to the general interests – the interest of one person should not take priority over the interests of the organization as a whole. 7.Remuneration – many variables, such as cost of living, supply of qualified personnel, general business conditions, and success of the business, should be considered in determining a worker’s rate of pay. 8. Centralization – lowering the importance of subordinate role. 9.Scalar chain – managers in hierarchies are part of a chain like authority scale. 10.Order – for efficiency and coordination 11.Equity – all employees should be treated as equally as possible 12.Stability of tenure of personnel – retaining productive employees should always be a high priority of management. 13.Initiative – management should take steps to encourage worker initiative 14.Espirit de corps – management should encourage harmony and general good feelings among employees Hygiene and Motivating Factors of Dual Factor Theory (formulated by Frederick Herzberg) Hygiene Factors Motivating Factors ❖ Company’s policies and ❖ Achievement Administration ❖ Recognition for ❖ Supervision accomplishment ❖ Working conditions ❖ Increased responsibility ❖ Interpersonal relations ❖ Opportunity for ❖ Salary growth and ❖ Job security development ❖ Status ❖ Creative and challenging ❖ Personal life work ❖ Employee benefits  Abraham Harold Maslow’s Hierarchy of needs – a theory of psychological health predicted on fulfilling innate human needs in priority, culminating in self actualization  David Clarence McClelland’s Achievement Motivation Theory 1. Need for achievement: The drive to excel, to achieve in relation to a set of standards, to strive to succeed. 2. Need for power: The need to make others behave in a way that they would not have behaved otherwise. 3. Need for affiliation: the desire for friendly and close interpersonal relationships.  Victor Vroom’s Expectancy theory 1. Effort-performance relationship – the probability perceived by the individual that exerting a given amount of effort will lead to performance. 2. Performance-reward relationship – the degree to which the individual believes that performing at a particular level will lead to attainment of a desired outcome. 3. Rewards-personal goals relationship – the degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual.  Mary Parker Follett’s 4 Principles of Coordination 1. Coordination as the ‘Reciprocal Relating’ of all factors in a situation – relating the factors in a situation. 2. Coordination by direct contact – direct communication between all responsible people involved. 3. Coordination in the early stages – involving all the people directly concerned, right from the initial stages. 4. Coordination as a continuing process – keeping coordination going on a continuous basis. Douglas McGregor’s Theory X and Theory Y CONCEPTS OF MANAGEMENT AND LEADERSHIP LEADERSHIP MANAGEMENT Definition ❖ The ability of an individual to ❖ Comprises directing and influence, motivate and controlling a group of enable others to contribute people for the purpose of towards the success of the coordinating and organization. harmonizing that group towards accomplishing a goal. Personality Styles ❖ Loners and private people ❖ Focus on goals ❖ Brilliant ❖ Strong will ❖ Risk taker ❖ imaginative Focus ❖ Leading people ❖ Managing work Outcomes ❖ Achievements ❖ Results Approach to tasks ❖ Create solutions to the ❖ Empower people by soliciting problems their views, values and principles  Approach to risk ❖ Risk-taking ❖ Risk averse Role in decision-making ❖ Facilitative ❖ Involved Styles ❖ Transformational, ❖ Dictatorial, Consultative & Participative authoritative, transactional, autocratic, ❖ consultative and democratic Power through ❖ Charisma & Influence ❖ Formal authority & position Organization ❖ Leaders have followers ❖ Manager have subordinates Appeal to ❖ Heart ❖ Head  Organizational Chart ❖ a diagram that shows the structure of an organization and the relationships and relative ranks of its parts and positions. ❖ illustrates relationship between people within an organization. ❖ shows relationships between staff in the organization. ❖ Line – direct relationship between superior and subordinate ❖ Lateral – relationship between different departments on the same hierarchial level ❖ Staff – relationship between a managerial assistant and other areas ❖ Functional – relationships between specialist positions and other areas  Lines of Authority ❖ the chain of command within an organization that confers the power to order subordinates.  https://www.britannica.com/topic/bureaucracy http://ispatguru.com/directing-a-management-function/ http://www.businessmanagementideas.com/staffing/staffing- meaning-features-and-importance/3508 https://myventurepad.com/assumptions-theory-x-theory-y/ H. A., RRT,RSO,MMEM. (2014). DEPARTMENT ADMINISTRATION, ETHICS AND JURISPUDENCE FOR RADIOLOGIC TECHNOLOGISTS IN THE PHILIPPINES (2014 ed., Vol. 1). MALABON: GIUANI PRINTS HOUSE End of Lecture, Thank You!  HOSPITAL ADMINISTRATION Prepared by: Andrea Darla L. Espinosa, RRT, MSRT  HOSPITAL - A health care institution providing patient treatment by specialized staff and equipment. - Services 24 hours a day, 7 days a week.  OBJECTIVES OF THE HOSPITAL - To furnish a safe and well-maintained building and ground - To furnish adequate and safe equipment - To exercise reasonable care in the selection of the members of the hospital staff Types of Hospitals in the Philippines Classification of Hospitals ❖ Ownership ❖ Scope of Services 1. Classification According to Ownership ❖ Government – a hospital owned, established and created by law; facility may be under the national government. ❖ Private – a hospital owned, established and operated with funds through donation, principal investment or other means by any individual, non- government corporation, association or organization. 2. Classification According to Scope of Services ❖ General – a hospital that provides services for all kind of illnesses, diseases or injuries. Shall provide medical and surgical care, as well as maternity, newborn and child care. Categories of General Hospitals According to Functional Capacity ❖ Level 1 ❖ Level 2 ❖ Level 3  SERVICES LEVEL 1 LEVEL 2 LEVEL 3 Clinical Services for in- Consulting Specialists in: All of Level 1 plus: All of Level 2 plus: patients Medicine Pediatrics Departmentalized Teaching/training OB Clinical Services services with accredited Gyne residency training Surgery program in the 4 major clinical Emergency and Out- Respiratory Unit Physical Medicine and patient Services Rehabilitation Unit Isolation Facilities General ICU Surgical/Maternity High Risk Pregnancy Unit Ambulatory Surgical Facilities Clinic Dental Clinic NICU Dialysis Clinic Ancillary Services Secondary Clinical Tertiary Clinical Tertiary laboratory with Laboratory Laboratory histopathology Blood Station Blood Station Blood Bank 1st Level X-ray 2nd Level X-ray with 3rd Level X-ray mobile unit Pharmacy Pharmacy Pharmacy  STAFFING - Based on the classification, bed capacity and organizational structure of the hospital. 1. Medical Staff ❖ Medical Staff Positions ❖ Computation of Additional Medical Staff for Teaching and Training Hospital 2. Nursing Staff 3. Other Hospital Professional Personnel in Indirect Patient Care Services 4. Supplemental Guidelines End of Lecture, Thank You!  HOSPITAL ADMINISTRATION  Hospital Levels ❖ General hospitals are classified into three levels: ❖ Level 1 with minimum healthcare services, ❖ Level 2 that offer extra facilities like intensive care unit and specialist doctors, and ❖ Level 3 hospitals that have training programs for doctors, rehabilitation, and dialysis units, among others.  Bed Capacity ❖ For each hospital level mentioned there is an authorized number of bed capacity: ❖ Level 1: 50-250 beds ❖ Level 2: 200–800 beds ❖ Level 3: 300- 1,500 beds  X-Ray Service Category 1st Level X-ray Facility Level One x-ray facility which is capable of performing the following non-contrast radiographic examinations: ✓ Chest for Heart and Lungs ✓ Vertebral Column ✓ Shoulder Girdle ✓ Extremities ✓ Localization of Foreign Body ✓ Thoracic Cage ✓ Skull ✓ Pelvis ✓ Abdomen  X-Ray Service Category 2nd Level X-ray Facility Level Two x-ray facility which is capable of performing examinations done in the primary category and the following non-contrast and contrast radiographic examinations: ✓ Upper G.I. series ✓ Skeletal Survey ✓ Esophagography (Barium Swallow) ✓ Hysterosalpingography ✓ Paranasal Sinuses ✓ Cardiac Studies with Barium ✓ Small Intestinal Series ✓ Imperforated Anus ✓ Pelvimetry ✓ Oral Cholegraphy ✓ Scoliotic Series ✓ Myelography ✓ Barium Enema ✓ Intravenous Pyelography ✓ Fetography  X-Ray Service Category 3rd Level X-ray Facility Level Three x-ray facility which is capable of performing examinations done in the primary and secondary categories and the following invasive procedures: ✓ Sinugraphy Tomography ✓ Cholangiography ✓ All Non-Cardiac Percutaneous Procedures ✓ Bronchography ✓ Fistulography ✓ Cerebral Angiography ✓ Pacemaker Implants ✓ Endoscopic Retrograde ✓ Visceral & Peripheral Angiography Cholangiography ✓ Sialography ✓ Pancreatography ✓ Retrograde Cystography ✓ Retrograde Urography ✓ Operative & Post-operative ✓ Lymphography/Lympangiography  X-Ray Service Category Specialized Diagnostic and Interventional X-ray Services ✓ Computed Tomography ✓ Mammography ✓ Digital Subtraction Angiography ✓ Lithotripsy ✓ Bone Densitometry ✓ Percutaneous Transluminal Angioplasty ✓ Cardiac Catheterization ✓ Tumour Localization and simulation  Laboratory Services Primary Clinical Laboratory - clinical laboratories under this category are licensed to perform basic, routine laboratory testing. ✓ Routine urinalysis ✓ Routine stool examination ✓ Routine hematology or complete blood count ✓ Hemoglobin ✓ Hematocrit ✓ WBC and RBC count ✓ WBC differential count and qualitative platelet count ✓ Blood typing  Laboratory Services Secondary Clinical Laboratory - clinical laboratories licensed to perform tests being done by the primary category clinical laboratories along with routine clinical chemistry tests. ✓ All of primary plus ✓ Bloodglucose concentration ✓ Blood Urea Nitrogen ✓ Blood Uric Acid ✓ Blood Creatinine ✓ Cholesterol determination ✓ Qualitative platelet count  Laboratory Services Tertiary Clinical Laboratory - clinical laboratories licensed to perform tests being done by the secondary clinical laboratories along with other tests listed below. ✓ All of primary and secondary plus ✓ Immunology and serology tests – NS1-Ag for dengue, rapid plasma regin, Treponema pallidum particle agglutination tests ✓ Microbiology, bacteriology, mycologytests and histopathology  References: ❖ https://www.ncbi.nlm.nih.gov/books/NBK333506/table/ch04.sec1.table1/ ❖ https://caro.doh.gov.ph/wp-content/uploads/2017/07/Application-for- Medical-X-ray-Facility.pdf ❖ https://www.studocu.com/ph/document/universidad-de- zamboanga/medical-technology/clinical-laboratory- classification/10082417 End of Lecture, Thank You! ELEMENTS OF HOSPITAL ADMINISTRATION Prepared by: Andrea Darla L. Espinosa, RRT, MSRT ❖ ADMINISTRATION – is defined as the art and science of guidance, leadership, and control of the efforts of a group of individuals towards some common goal. ❖ SOUND ADMINISTRATION – is essential for the success of any public or even private health program whether on the national, intermediate or the local level. ❖ Process of achieving defined goals at a defined time through guidance, leadership, and control of the efforts of a group of individuals and efficient utilization of non-human resources bearing in mind adequacy, speed and economy to the utmost possible level.  ELEMENTS OF ADMINISTRATION PLANNING ORGANIZING STAFFING BUDGETING SUPERVISING MOTIVATION EVALUATION  PLANNING ❖ Is considered the most important element of the administrative process. ❖ The higher the level of administration, the more the involvement and time devoted to planning. ❖ Planning determines What, Where, How, Why and by whom things will be done. ❖ It involves “decision making for future events”  PROCESS OF SYSTEMATIC PLANNING 1. Establishing goals and objectives. 2. Designing alternative courses of action. 3. Analysing and predicting the consequences. 4. Selecting the best course of action. 5.Implementing the selected plan and performing periodic evaluation to assure success of plan.  PRINCIPLES OF PLANNING ❖ Being an intellectual activity, it needs knowledge experience, foresight , reasoning and the mastering of special skills and techniques. ❖ Planning of a program is based on: Needs and demands of the public Available sources Attitude of the public  ORGANIZING ❖ Is any collection of persons, materials, procedures, ideas or facts. ❖ The process of organizing implies to the arrangement of human and non-human resources in an orderly fashion to make a meaningful whole that accomplishes organizational objectives.  PRINCIPLES OF ORGANIZATION ❖ Departmentalization ❖ Acquisition of human and non-human resources ❖ Specialization and division of labor ❖ Coordination ❖ Centralization and de-centralization ❖ Authority and responsibility ❖ Unity of command ❖ Line and staff  STAFFING ❖ Process of “personnelizing” the organization, by hiring the right type and adequate number of workers to each unit for the time required for the program, through the following steps: Identifying the type and number of personnel Recruitment Selection and appointment Orientation  BUDGETING ❖ The allocation of financial resources in support for programs or projects for a special period of time. ❖ Budget – defined as “a balanced estimate of expenditures and receipts for a given period of time”. ❖ The main activities are: ✓ Bugeting ✓ Accounting – recording assembly and summarization of financial effects of executive action. ✓ Auditing – investigation and report on the fidelity and legality of all financial transactions. ✓ Purchasing – acquisition of the property and materials needed in administration.  SUPERVISING ❖ Refers to the day-to-day relationship between an executive and his immediate subordinates. ❖ Supervision aims at satisfying both work and workers. ❖ Factors affecting style of supervision are as follows: Condition present Type of work Subordinates characteristics Personal characteristic of manager  MOTIVATION ❖ Defined as “an externally induced behavior which occurs in order to bring about or maintain need fulfillment” ❖ The following conditions build high levels of motivation: ✓ Achievement ✓ Interpersonal relations ✓ Organizational Policy ✓ Salary and compensations ✓ Recognition ✓ Job security ✓ Advancement ✓ Working conditions ✓ Responsibility ✓ Technical supervision  EVALUATION ❖ Is a systematic collection of information about the activities, characteristics and outcomes of programs, personnel, and products for use by specific people to reduce uncertainties, improve effectiveness and make decision with regard to what those programs, personnel or products are doing and affecting. TYPES OF EVALUATION ELEMENTS OF EVALUATION ✓ Relevance ✓ Adequacy ✓ Accessibility ✓ Acceptability ✓ Effectiveness ✓ Efficiency ✓ Impact ❖REFERENCES: ❖ H. A., Rrt,rso,mmem. (2014). Department administration, ethics and jurispudence for radiologic technologists in the philippines (2014 ed., Vol. 1). Malabon: giuani prints house End of Lecture, Thank You!  ADMINISTRATION OF A RADIOLOGICAL FACILITY Prepared by: Andrea Darla L. Espinosa, RRT, MSRT  FUNCTIONS OF THE IMAGING DEPARTMENT ❖ The function of the department is to provide the patient and referring clinician with a quality diagnostic imaging service in a safe and friendly environment. ❖ The department is concerned with provision of images of the body for the diagnoses of disease with or without the use of radiation ❖ Serves to provide the following services: ❖ General Radiography (X-ray of chest, spine and limbs etc.) ❖ Orthopantomography (X-ray of teeth and jaw) ❖ GI Contrast Studies (X-ray of stomach, small intestine or colon following either oral rectal radiopaque solution) ❖ Urography (X-ray of a part of the urinary tract after injection with radiopaque solution) ❖ Cystography (X-ray of bladder following installation of radiopaque solution by catheter) ❖ Ultrasound (Scanning of areas of the body, using high frequency sound waves, without radiation) ❖ Nuclear Medicine (Scanning of specific areas of body following injection of radioisotope material) ❖ Computerized Tomography (CT) Imaging (Cross sectional head and body scanning using either pulsed or continuous radiation) ❖ Angiography (Studies image of the vascular system following insertion of a catheter into a blood vessel and injection or radiopaque solution) ❖ Interventional Radiology (Procedures such as biopsy, abscess drainage etc. performed by the radiologist) ❖ Magnetic Resonance Imaging (images acquired of head and body using a magnet, radio signals and a computer – no X-rays involved) ❖ Mammography and other imaging and non-imaging procedures  LOCATION ❖ The Imaging Department should be where it is most easily reached by all patients ❖ It should always be on the ground floor unless a reliable lift (elevator) can be provided and there is always electrical power for the lift ❖ The route to the X-ray room should preferably be protected from both the sun and the rain, even when it is windy ❖ Easy access from the operating suite is an added advantage REFERENCES: ❖ H. A., RRT,RSO,MMEM. (2014). DEPARTMENT ADMINISTRATION, ETHICS AND JURISPUDENCE FOR RADIOLOGIC TECHNOLOGISTS IN THE PHILIPPINES (2014 ed., Vol. 1). MALABON: GIUANI PRINTS HOUSE End of Lecture, Thank You! SUPERVISION Prepared by: Andrea Darla L. Espinosa, RRT, MSRT  DIAGNOSTIC IMAGING SUPERVISOR ❖ Supervises and performs radiographic procedures and related techniques used for the diagnosis of disease or trauma. ❖ The diagnostic imaging Supervisor functions: ❖ Performs diagnostic medical radiographs for the diagnosis of disease or trauma. ❖ Supervises and coordinates the daily operations of the Diagnostic Imaging Department and Supervises technological staff operating diagnostic and specialty imaging equipment and has second level supervisory responsibilities. ❖ Guidelines, Difficulty and Decision Making Level ❖ Guidelines are in the form of stated objectives for the section, unit, function, or project. ❖ Duties performed involve weighing and evaluating factors requiring judgement, analytical ability and problem solving ❖ Under administrative supervision, the employee has personal accountability for carrying out an assigned function, program, or project within the scope of established guidelines and objectives and is expected to resolve problems that arise in the normal course of the work. ❖ Completed work is generally reviewed for soundness of judgement, conclusion, adequacy, and conformance to policy. ❖ Essential Duties ❖ Supervises a shift of diagnostic imaging technologists, resident technologists and student technologists operating radiographic equipment used for the diagnosis of disease or trauma. ❖ Authorizes the release of patients upon the completion of radiographic examination. ❖ Examines and approves radiographic film for quality. ❖ Develops the performance evaluation program for functions within the unit, monitors and documents employee performance, provides ongoing feedback regarding levels of performance and formally evaluates employees in relation to performance. ❖ Minimum Qualifications ❖ Technical Competence – understands and appropriately applies procedures, requirements, regulations, and policies related to specialized expertise and maintains credibility with others on technical matters. ❖ Integrity/Honesty – contributes to maintaining the integrity of the organization and displays high standards of ethical conduct. ❖ Interpersonal skills – shows understanding, courtesy, tact, empathy, concern that develops and maintains relationships. ❖ Team building – manages group processes, encourages and facilitates cooperation, pride, trust, and group identity, fosters commitment and team spirit, and works with others to achieve goals. ❖ Human Resources Management – empowers staff by sharing power and authority. ❖ Managing Diverse Workforce – is sensitive to cultural diversity, race, gender, and other individual differences in the workforce and manages workforce diversity. ❖ Planning and Evaluating – determines objectives and strategies, coordinates with other parts of the organization to accomplish goals. ❖ Oral Communication – expresses information to individuals or groups effectively, taking into account the audience and nature of the information. ❖ Reading – understands and interprets written material. ❖ Writing – recognizes or uses correct English grammar, punctuation, and spelling. ❖ Problem solving – identifies problems and determines accuracy and relevance of information. ❖ Reasoning – identifies rules, principles, or relationships that explains facts, data or other information. ❖ Decision Making – makes sound, well-informed, and objective decisions. ❖ Stress Tolerance – deals calmly and effectively with high stress situations. ❖ Flexibility – is open to change and new information. ❖ Customer Service – works with customers to assess needs, provide assistance, resolve problems and satisfy expectations. ❖ Physical Demands – are a general guide and specific positions will vary based on working conditions, locations, and agency/department needs: ❖ Standing: remaining on one’s feet in an upright position ❖ Carrying: transporting an object, usually by hand, arm, or shoulder ❖ Stooping: bending the body by bending spine at the waist ❖ Reaching: extending the hand(s) and arm(s) in any direction ❖ Handling: seizing, holding, grasping, or otherwise working with hand(s) ❖ Fingering: picking, pinching, or otherwise working with fingers  THE RADIOLOGY ADMINISTRATORS ❖ Radiology administrators plan, direct, and coordinate administrative activities for imaging departments in a variety settings, including hospitals, medical centers, imaging centers, and multi-specialty physician offices or clinics. ❖ They conduct studies and implement changes so as to improve the internal operations of their departments. ❖ They advise their staff and supervisors on administrative changes, and direct and coordinate personnel activities in their departments.  CONCEPTS OF LEADERSHIP ❖ Leadership – a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. ✓ Good leaders are made not born ✓ Good leaders develop through a never - ending process of self-study, education, training, and experience. ✓ Good leaders are continually working and studying to improve their leadership skills.  TWO MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP ❖ Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. ❖ Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence ✓ Helping employees understand the company’s overall business strategy. ✓Helping employees understand how they contribute to achieving key business objectives. ✓ Sharing information with employees on both how the company is doing and how an employee’s own division is doing.  PRINCIPLES OF LEADERSHIP 1. Know yourself and seek self-improvement 2. Be technically proficient 3. Seek responsibility and take responsibility for your actions 4. Make sound and timely decisions 5. Set the example 6. Know your people and look out for their well-being 7. Keep you workers informed 8. Develop a sense of responsibility in your workers 9. Ensure that tasks are understood, supervised, and accomplished 10. Train as a team 11. Use the full capabilities of your organization FACTORS OF LEADERSHIP  ATTRIBUTES OF AN EFFECTIVE LEADER ✓ BE a professional ✓ BE a professional who possess good character traits ✓ KNOW the four factors of leadership ✓ KNOW yourself ✓ KNOW human nature ✓ KNOW your job ✓ KNOW your organization ✓ DO provide direction ✓ DO implement ✓ DO motivate CHARACTERISTICS OF A LEADER ✓ Honest ✓ Competent ✓ Forward-looking ✓ Inspiring ✓ Intelligent ✓ Fair-minded ✓ Broad-minded ✓ Courageous ✓ Straightforward ✓ Imaginative  THREE THEORIES OF LEADERSHIP ❖ GREAT MAN THEORY ❖ Developed in the 19th century, this model was promoted by Scottish philosopher, writer and teacher Thomas Carlyle. Its premise was that leadership is based on the individual who was born for great things (good or bad), Napoleon being one example. Leaders were identified by their acts and accomplishments. Alexander the Great conquered the known world. Genghis Khan then ravaged most of it. Abraham Lincoln freed the slaves. Harriet Tubman saved hundreds from slavery in the Underground Railroad. Mother Theresa aided and comforted thousands in Calcutta who were abandoned by society. The theory is that these people accomplished great things because fate determined they were great people and they were simply fulfilling their destiny. Eventually the Great Man Theory was abandoned in favor of the theories based on behavioral science.  THREE THEORIES OF LEADERSHIP ❖ TRAIT THEORY ❖ There is a saying, “Great leaders are born, not made.” Trait Theory takes this saying literally. If you have the ability to lead, you were born with it, with no way of learning those skills. This theory expands on the Great Man Theory by defining what makes great leaders “great.” ❖ Characteristics of a Leader  THREE THEORIES OF LEADERSHIP ❖ TRANSFORMATIONAL LEADERSHIP ❖ In 1978, James MacGregor Burns introduced the concept of transformational leadership in his research on political leaders. Burns theorized that “transformational leadership” is actually a process where leaders interact with their followers and inspire each other to advance together. His characteristics and behaviours demonstrated the differences between “management” and “leadership.” People and organizations are transformed due to the leadership style and abilities of the leader, who is able to convey a vision and guide the transformation.  THREE THEORIES OF LEADERSHIP ❖ TRANSFORMATIONAL LEADERSHIP ❖ Bernard M. Bass, in 1985, added to Burns’ transformational leadership theory by shifting the focus to the followers. It is not the individual traits and vision of the leader that matter as much as it is their ability to influence the feelings, attitudes, and commitment of their followers. If followers feel they can trust a leader (or better yet, if they admire a leader who can stimulate a sense of loyalty and respect by inspiring a shared vision) the followers go happily exceed their original expectations. As a result, productivity increases and conflict decreases. The followers are transformed by a charismatic, motivational leader.  REFERENCE/S: ❖ H. A., RRT,RSO,MMEM. (2014). DEPARTMENT ADMINISTRATION, ETHICS AND JURISPUDENCE FOR RADIOLOGIC TECHNOLOGISTS IN THE PHILIPPINES (2014 ed., Vol. 1). MALABON: GIUANI PRINTS HOUSE End of Lecture, Thank You! PERSONAL INVENTORY Prepared by: Andrea Darla L. Espinosa, RRT, MSRT  A PERSONAL INVENTORY ❖ A personal inventory provides insight into yourself; it offers you encouragement as you see the areas in which you have grown; and it challenges you with new areas for growth and development.  KOUZES AND POSNER ❖ Kouzes and Posner (2007) have identified five practices that transformational leaders use to lead their followers: (1) modeling the way; (2) inspiring a shared vision; (3) challenging the process; (4) enabling others to act; and (5) encouraging the heart. KOUZES AND POSNER  MODELLING THE WAY ❖ Practice #1: Model the Way ❖ Commitment 1. Clarify values by finding your voice and affirming shared values. ❖ Commitment 2. Set the example by aligning actions with shared values.  INSPIRING A SHARED VISION ❖ Practice #2: Inspire a Shared Vision ❖ Commitment 3. Envision the future by imagining exciting and enabling possibilities. ❖ Commitment 4. Enlist others in a common vision by appealing to shared aspirations.  CHALLENGING THE PROCESS ❖ Practice #3: Challenge the Process ❖ Commitment 5. Search for opportunities by seizing the initiative and looking outward for innovative ways to improve. ❖ Commitment 6. Experiment and take risks by constantly generating small wins and learning from experience.  ENABLING OTHERS TO ACT ❖ Practice #4: Enable Others to Act ❖ Commitment 7. Foster collaboration by building trust and facilitating relationships. ❖ Commitment 8. Strengthen others by increasing self- determination and developing competence.  ENCOURAGING THE HEART ❖ Practice #5: Encourage the Heart ❖ Commitment 9. Recognize contributions by showing appreciation for individual excellence. ❖ Commitment 10. Celebrate the values and victories by creating a spirit of community. SETTING GOALS End of Lecture, Thank You! INSPIRING A SHARED VISION Prepared by: Andrea Darla L. Espinosa, RRT, MSRT  VISION ❖ something seen in a dream, thought, concept, or object formed by the imagination.  CHOOSING YOUR VISION ❖ Your vision will provide a sense of direction for you and your followers. In the military, focus is on “the mission.” Whatever the mission is, everyone is dedicated to it. ❖ Let your vision be like a lighthouse on a hill, guiding ships to safety and warning them away from the rocks. ❖ Attainable goals – Focus – Sense of direction  COMMUNICATING YOUR VISION ❖ Communication is more than just the words you say or the memos you write. Remember, actions speak louder than words. Take every opportunity to communicate your vision in words and deeds. One of the best ways to communicate a vision is to sum it up in a simple catchphrase. ❖ Post your slogan, catchphrase and mission statement in prominent locations. When you send out emails, list it in quotes below your signature block. Hold meetings occasionally or hand out “Visionary Awards” to people who exemplify your vision. Above all, lead by example. ❖ Through actions – Create a catch phrase – Lead by example IDENTIFYING THE BENEFIT FOR OTHERS ❖ Answer the question “what’s in it for me?” as if you were one of your own followers. The answer might not always be obvious. Certainly, performance bonuses and awards work, but most followers enjoy being part of a larger, successful organization. Everyone loves a winner. When the home team wins at the stadium, you would think the fans in the stand were the players by the way they share in the victory and excitement. ❖ We are social creatures who like to feel like we belong. We crave acceptance. If you can get your followers to accept your vision as their own, and excite them about being part of it, they will often excel beyond what you (or they) thought possible. Be sure to reward loyalty and performance above and beyond the call of duty. ❖ Everyone loves a winner – Social acceptance – Reward loyalty DEVELOPING YOUR INNER INNOVATOR 1. Assess your discovery skills strengths 2. Identify a compelling innovation challenge that matters 3. Practice your discovery skills DEVELOPING YOUR INNER INNOVATOR  SEEING ROOM FOR IMPROVEMENT 1. Goals must be attainable 2. Some degree of difficulty 3. Investigate any potential bottlenecks ❖ Growing as a leader and accomplishing this is a process and sometimes can be as the result of many failures and learning along the way. Ken Blanchard gives three tips to maturing as a leader (Schwabel, D. 2012): 1.“Gain Knowledge” 2.“Reach Out to Others” 3.“Open Your World” ENCOURAGING GROWTH IN OTHERS ❖ One of the most powerful, yet most underestimated, ways to inspire growth in others is through equipping relationships. ❖ Equipping relationships are any kind of growth-focused relationship such as coaching, mentoring, discipling, or small groups. These relationships help people close their growth gaps by equipping them with the knowledge and skills they need to maximize their potential. In the same way that equipping relationships were likely an essential part of your personal growth, you can also be an equipper for others.  CREATING A MUTUAL RESPECT 1. Maintain an open-door policy 2. Listen to your direct reports 3. Act on suggestions 4. Be open with praise giving 5. Focus on the mission, vision and goals of the company 6. Take the time to learn about your employees professional and personal goals 7. Celebrate workplace milestones 8. Treat people with courtesy, politeness, and kindness (AKA mutual respect) 9. Encourage colleagues to convey opinions and ideas. 10. Listen to what other people have to mention before expressing your viewpoint. 11. Use peoples’ ideas to alter or improve work. Let workers know that you used their thought or encourage them to implement it. 12. Never insult, utilize name-calling, disparage, or belittle individuals or their thoughts. 13. Do not constantly criticize, judge, demean, or patronize a worker. A collection of apparently trivial activities added up over time represents bullying.  THE IMPORTANCE OF TRUST ❖ Trust makes people feel eager to be part of a relationship or group, with a shared purpose and a willingness to depend on each other. ❖ When trust is intact, we will willingly contribute what is needed, not just by offering our presence, but also by sharing our dedication, talent, energy and honest thoughts on how the relationship or group is working. BASIC INFLUENCING SKILLS  ART OF PERSUASION ❖ Persuasion is the act of convincing someone to change their beliefs or do something you suggest.  ART OF PERSUASION ❖ Successful persuaders tend to have high self-esteem and good Emotional Intelligence more generally. They really believe that they will succeed. ❖ You also need to remain motivated and believe in yourself and your ideas. ❖ You need to understand how your audience thinks.  PRINCIPLES OF INFLUENCE 1. RECIPROCITY ❖ One of the most basic principles of influence is to simply give that which you want to receive. In other words, doing right by others is a good way to get others to do the same for you. This idea of reciprocity is a powerful one.  PRINCIPLES OF INFLUENCE 2. CONSISTENCY ❖ The principle of consistency is based on the power of active, public, and voluntary commitments, which results in people actually sticking to their word.  PRINCIPLES OF INFLUENCE 3. SOCIAL PROOF ❖ People rely on social cues from others on how to think, feel, and act in many situations. And not just any people, but peers. People they believe are similar to them.  PRINCIPLES OF INFLUENCE 4. LIKING ❖ People like those who like them or who they perceive as friends. It’s a simple, yet powerful idea. ❖ One method is finding common ground with the people you meet. If you can connect with them on their hobbies or interests, you’ll have a solid ground to build from. Being observant of people is a great way to pick up on any clues that may lead you to such common ground.  PRINCIPLES OF INFLUENCE 5. AUTHORITY ❖ There are a number of ways to establish such authority. A quick and easy one is to make visible all diplomas, credentials, and awards in the office or workplace to establish your background. Another approach is to convey expertise through short anecdotes or background information shared in casual conversations.  PRINCIPLES OF INFLUENCE 6. SCARCITY ❖ People value what is scarce. It’s just basic supply and demand. As things become more scarce, they becoming more valuable to others. There are a few ways that you can use the principle of scarcity to persuade others. One is simply to make offers limited-time, limited- supply, or one-time, which immediately creates a sense of scarcity.  CREATING AN IMPACT 1. Initiate new ideas 2. Update co-workers on your progress 3. Be positive 4. Let others count on you 5. Pay attention to what your co-workers say 6. Speak up 7. Go the extra mile 8. Be a leader 9. Network 10.Think ahead SMART GOALS  CREATING A LONG-TERM STRATEGIC PLAN 1. DEFINE YOUR COMPANY VISION ❖ You should be able to define your company vision in 100 words. Develop this statement and make it publically available to both employees and customers. 2. DEFINE YOUR PERSONAL VISION ❖ Your personal vision should incorporate what you want your business to bring to your life—whether that’s enormous growth, early retirement, or simply more time to spend with family and friends.  CREATING A LONG-TERM STRATEGIC PLAN 3. KNOW YOUR BUSINESS ❖ Conduct a SWOT (strengths, weaknesses, opportunities, and threats) analysis. By knowing where your business is now, you can make more informed predictions for how it can grow. 4. ESTABLISH SHORT-TERM GOALS ❖ Short-term goals should include everything you (realistically) want to achieve over the next 36 months.  CREATING A LONG-TERM STRATEGIC PLAN 5. OUTLINE STRATEGIES ❖ Strategies are the steps you’ll take to meet your short-term goals. If the short- term goal is “build out a new product or service,” the strategies might be: ❖ Researching competitor offerings ❖ Getting in touch with vendors and suppliers ❖ Formulating a development plan ❖ Outlining a marketing and sales plan for the new offering 6. CREATE AN ACTION PLAN ❖ An action plan is an essential part of the business planning and strategy development process. The best analysis, in-depth market research, and creative strategizing are pointless unless they lead to action.  CREATING A LONG-TERM STRATEGIC PLAN 7. FOSTER STRATEGIC COMMUNICATION ❖ To align your team, you must communicate strategically. Results- driven communication focuses conversations and cuts out excessive meetings. Every communication should be rooted in a specific goal. 8. REVIEW AND MODIFY REGULARLY ❖ Check in regularly to make sure you’re progressing toward your goals. A weekly review of your goals, strategies, and action plans can help you see if you need to make any modifications. 9. HOLD YOURSELF ACCOUNTABLE Having a business coach or mentor is great for this. If you have a hard time sticking to your plans, you’ll have an equally hard time meeting your goals.  CREATING A LONG-TERM STRATEGIC PLAN 10. BE ADAPTABLE ❖ It’s important to be adaptable because nothing stays the same. “It’s more important to be agile and take advantage of opportunities that weren’t foreseen and make adjustments,” says Morris. “This and a continuous improvement mindset is the best way to exceed plan goals.” 11. CREATING A STRATEGIC PLANNING TEAM ❖ A strategic planning team can help with every phase of the process, from creating a company vision to adapting your strategy week-to- week. Compose your team of key management staff and employees—some visionaries and some executors.  CREATING A SUPPORT SYSTEM 1. Know what you want from a support system 2. Build your bonds with existing family and friends 3. Embrace your interests 4. Expand your professional connections 5. Create your own personal support area  REFERENCES: ❖ https://vitalsparkconsultancy.co.uk/leadership-inspiring-a-shared- vision/ ❖ https://www.edelements.com/blog/innovative-school-leaders-part-1- how- to-become-an-innovative-school-leader ❖ https://sites.psu.edu/leadership/2015/02/27/always-room-for- improvement/ ❖ https://groco.com/article/how-to-demonstrate-mutual-respect-in- the-workplace/ ❖ https://stephenblandino.com/2012/09/how-inspire-growth-in- others.html End of Lecture, Thank You! ENTREPRENEURSHIP Prepared by: Andrea Darla L. Espinosa, RRT, MSRT  ENTREPRENEURSHIP ❖ The ability and readiness to develop, organize and run a business enterprise, along with any of its uncertainties in order to make a profit. The most prominent example of entrepreneurship is the starting of new businesses.  ENTREPRENEUR ❖ Someone who has the ability and desire to establish, administer and succeed in a startup venture along with risk entitled to it, to make profits.  4 TYPES OF ENTREPRENEURSHIP 1. SMALL BUSINESS ENTREPRENEURSHIP ❖ These businesses are a hairdresser, grocery store, travel agent, consultant, carpenter, plumber, electrician, etc. These people run or own their own business and hire family members or local employee.  4 TYPES OF ENTREPRENEURSHIP 2. SCALABLE START-UP ENTREPRENEURSHIP ❖ This start-up entrepreneur starts a business knowing that their vision can change the world. They attract investors who think and encourage people who think out of the box. The research focuses on a scalable business and experimental models, so, they hire the best and the brightest employees. They require more venture capital to fuel and back their project or business.  4 TYPES OF ENTREPRENEURSHIP 3. LARGE COMPANY ENTREPRENEURSHIP ❖ These huge companies have defined life cycle. Most of these companies grow and sustain by offering new and innovative products that revolve around their main products. The change in technology, customer preferences, new competition, etc., build pressure for large companies to create an innovative product and sell it to the new set of customers in the new market. To cope with the rapid technological changes, the existing organizations either buy innovation enterprises or attempt to construct the product internally.  4 TYPES OF ENTREPRENEURSHIP 4. SOCIAL ENTREPRENEUR SHIP ❖ This type of entrepreneurship focuses on producing product and services that resolve social needs and problems. Their only motto and goal is to work for society and not make any profits  CHARACTERISTICS OF ENTREPRENEURSHIP ❖ Ability to take a risk- Starting any new venture involves a considerable amount of failure risk. Therefore, an entrepreneur needs to be courageous and able to evaluate and take risks, which is an essential part of being an entrepreneur.  CHARACTERISTICS OF ENTREPRENEURSHIP ❖ Innovation- It should be highly innovative to generate new ideas, start a company and earn profits out of it. Change can be the launching of a new product that is new to the market or a process that does the same thing but in a more efficient and economical way.  CHARACTERISTICS OF ENTREPRENEURSHIP ❖ Visionary and Leadership quality- To be successful, the entrepreneur should have a clear vision of his new venture. However, to turn the idea into reality, a lot of resources and employees are required. Here, leadership quality is paramount because leaders impart and guide their employees towards the right path of success.  CHARACTERISTICS OF ENTREPRENEURSHIP ❖ Open-Minded- In a business, every circumstance can be an opportunity and used for the benefit of a company. For example, Paytm recognised the gravity of demonetization and acknowledged the need for online transactions would be more, so it utilised the situation and expanded massively during this time.  CHARACTERISTICS OF ENTREPRENEURSHIP ❖ Flexible- An entrepreneur should be flexible and open to change according to the situation. To be on the top, a businessperson should be equipped to embrace change in a product and service, as and when needed.  CHARACTERISTICS OF ENTREPRENEURSHIP ❖ Know your Product- A company owner should know the product offerings and also be aware of the latest trend in the market. It is essential to know if the available product or service meets the demands of the current market, or whether it is time to tweak it a little. Being able to be accountable and then alter as needed is a vital part of entrepreneurship.  IMPORTANCE OF ENTREPRENEURSHIP ❖ Creation of Employment- Entrepreneurship generates employment. It provides an entry-level job, required for gaining experience and training for unskilled workers. ❖ Innovation- It is the hub of innovation that provides new product ventures, market, technology and quality of goods, etc., and increase the standard of living of people. ❖ Impact on Society and Community Development- A society becomes greater if the employment base is large and diversified. It brings about changes in society and promotes facilities like higher expenditure on education, better sanitation, fewer slums, a higher level of homeownership. Therefore, entrepreneurship assists the organisation towards a more stable and high quality of community life.  IMPORTANCE OF ENTREPRENEURSHIP ❖ Increase Standard of Living- Entrepreneurship helps to improve the standard of living of a person by increasing the income. The standard of living means, increase in the consumption of various goods and services by a household for a particular period. ❖ Supports research and development- New products and services need to be researched and tested before launching in the market. Therefore, an entrepreneur also dispenses finance for research and development with research institutions and universities. This promotes research, general construction, and development in the economy.  ENTREPRENEURIAL SKILLS ❖ Business management skills ❖ Teamwork and leadership skills ❖ Communication and listening ❖ Customer service skills ❖ Financial skills ❖ Analytical and problem-solving skills ❖ Critical thinking skills ❖ Strategic thinking and planning skills ❖ Technical skills ❖ Time management and organizational skills ❖ Branding, marketing and networking skills  ENTREPRENEURSHIP DEVELOPMENT ❖ Discover – Any new process begins with fresh ideas and objectives, wherein the entrepreneur recognizes and analyzes business possibilities. The analyzing of opportunities is a risky task, and an entrepreneur looks out for inputs from other persons, including channel partners, employees, technical people, consumers, etc. to reach an ideal business opportunity.  ENTREPRENEURSHIP DEVELOPMENT ❖ Evaluation – The evaluation of an opportunity can be done by asking several questions to oneself. For instance, questions like whether it is worth taking a chance and investing in the idea, will it attract the consumer, what are the competitive advantages and the risk linked with it are asked. A reasonable and sensible entrepreneur will also analyze his skills and whether it matches his entrepreneurial objectives or not.  ENTREPRENEURSHIP DEVELOPMENT ❖ Developing a plan – After the identification of an opportunity, an entrepreneur has to build a complete business plan. It is the most important step for new business as it sets a standard and the assessment criteria and sees if a company is working towards the set goals.  ENTREPRENEURSHIP DEVELOPMENT ❖ Resources – The next step in the process of entrepreneurial development is resourcing. Here, the entrepreneur recognizes the source of finance and from where the human resource can be managed. In this step, the entrepreneur also tries to find investors for his new business.  ENTREPRENEURSHIP DEVELOPMENT ❖ Managing the company – After the hiring process and funds are raised now its time to start the operation to accomplish the desired goals. All the entrepreneur will decide on the management structure that will be assigned to resolve the operational problems whenever it occurs.  ENTREPRENEURSHIP DEVELOPMENT ❖ Harvesting – The last step in this process is harvesting, where an entrepreneur determines the future growth and development of the business. Here, real-time development is compared with the projected growth, and then the business security or the extension is initiated accordingly.  RISKS OF STARTING A SMALL BUSINESS 1. FINANCIAL RISK – the biggest risk. Cash flow is one of the biggest concern at the beginning. You must consider where money will come from to maintain operations, pay employees, and invest in market penetration and growth.  RISKS OF STARTING A SMALL BUSINESS 2. STRATEGIC RISK – It can be hard to know what steps to take when your organization is brand new. There are probably not formalized decision-making processes in place, and each stage of the business life cycle comes with its own challenges. Any small organization must decide its ideal structure, target market, sales and marketing strategy, production strategy, and more.  RISKS OF STARTING A SMALL BUSINESS 3. REPUTATION RISK – Reputation risk is one of the most commonly overlooked risks. A company’s reputation is its single, most important asset. This is particularly important for small businesses because they need to create a good reputation in order to grow: if nobody has heard of your organization or only knows bad things about it, they're not likely to become a customer.  RISKS OF STARTING A SMALL BUSINESS 4. LIABILITY RISK – While all organizations are subject to liability risk, you're most vulnerable at a small size, in part because of reputation risk. You also may not have the resources to effectively pay for damages without risking cash flow. ❖ Find an insurance agent or broker that has experience and a good reputation in representing your industry and work with them to find the right coverages and terms for your risk.  RISKS OF STARTING A SMALL BUSINESS 5. BUSINESS INTERRUPTION RISK – Your organization can be disrupted at any time. ❖ For example, a natural disaster could impact the area you operate in, making it impossible to go into the office or causing severe damage to inventory or equipment. Or, if your team is very small as is often the case in small businesses, even something small like an illness could interrupt operations for a day or two.  RISKS OF STARTING A SMALL BUSINESS 6. SECURITY RISK – Cyber risk is the threat of financial loss, disruption, or reputational damage to an organization due to some sort of failure from its IT systems. The best advice for any new business owner is to formalize risk management right from the start.  STARTING A BUSINESS 1. CONDUCT A MARKET RESEARCH – Market research will tell you if there’s an opportunity to turn your idea into a successful business. It’s a way to gather information about potential customers and businesses already operating in your area. 2. WRITE YOUR BUSINESS PLAN – Your business plan is the foundation of your business. It’s a roadmap for how to structure, run, and grow your new business.  STARTING A BUSINESS 3. FUND YOUR BUSINESS – Your business plan will help you figure out how much money you’ll need to start your business. 4. PICK YOUR BUSINESS LOCATION – Your business location is one of the most important decisions you’ll make. Whether you’re setting up a brick-and-mortar business or launching an online store, the choices you make could affect your taxes, legal requirements, and revenue.  STARTING A BUSINESS 5.CHOOSE A BUSINESS STRUCTURE – The legal structure you choose for your business will impact your business registration requirements, how much you pay in taxes, and your personal liability. 6.CHOOSE YOUR BUSINESS NAME - You’ll want one that reflects your brand and captures your spirit. You’ll also want to make sure your business name isn’t already being used by someone else.  STARTING A BUSINESS 7.REGISTER YOUR BUSINESS – Once you’ve picked the perfect business name, it’s time to make it legal and protect your brand. 8.GET FEDERAL AND STATE TAX ID – You’ll use your employer identification number (EIN) for important steps to start and grow your business, like opening a bank account and paying taxes. It’s like a social security number for your business.  STARTING A BUSINESS 9.APPLY FOR LICENSES AND PERMITS – Keep your business running smoothly by staying legally compliant. The licenses and permits you need for your business will vary by industry, state, location, and other factors. 10.OPEN A BUSINESS BANK ACCOUNT – A small business checking account can help you handle legal, tax, and day-to-day issues.  CAREERS IN ENTREPRENEURSHIP ❖ REAL ESTATE BROKER – Real estate brokers and sales agents work with clients to help them buy or sell residential, commercial, and industrial spaces. ❖ SALES REPRESENTATIVE – Working for manufacturers or wholesale companies, these professionals sell their clients' products to other businesses and clients. ❖ ADVERTISING AGENT - These professionals sell advertising space for clients in newspapers, magazines, websites, and radio and television shows.  AGENCIES THAT MAKE BUSINESSES LEGITIMATE ENTITIES ❖ Department of Trade and Industry (DTI) – This is the government agency where single proprietorship enterprises register and secure its certificate of registration. ❖ Securities and Exchange Commission (SEC) – This is the government agency responsible for the registration and supervision of all corporations and partnerships organized in the Philippines. Licensing of representative offices and branch offices is likewise under this agency.  AGENCIES THAT MAKE BUSINESSES LEGITIMATE ENTITIES ❖ Bureau of Internal Revenue (BIR) – This is the government agency mandated by the law to assess and collect all national internal revenue taxes, fees, and all charges. All types of business entities are required to be registered here. ❖ Department of Labor and Employment (DOLE) – DOLE promotes gainful employment opportunities, protects workers, and promotes their welfare, develop human resources, and maintain industrial peace. DOLE likewise handles the issuance of Alien Employment Work Permits (AEP). End of Lecture, Thank You!