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Introduction
The radiology departments of public academic hospitals are in a struggle to keep up with the increasing demand, in which it results into poor service and operational stress. Although these practices of medical imaging are advancing technologically every year, the workload is escalating and also sometime leads to workforce shortage due to poor management and not having a proper strategy in place. (Lau, 2009). Most hospitals have now changed to digital or computed radiography, which are much faster imaging modalities as compared to the traditional conventional film and paper imaging. These hospitals can increase their patient throughput by simply improving their operation rather then to increase its physical capacity, as this will be a cost effective solution. (Falsini, Perugia, and Schiraldi, 2010). A clear management strategy needs to be in place for all to follow and this paper talks about improvement in management strategy to optimize staff productivity as well as increasing the throughput of patients.
Management strategy
According to Bateman and Snell (2013) a management strategy helps the manager of the leader make better use of the company’s resources, wether its financial, human or knowledge based. A management strategy works like a road map or blue print; they guide managers in the best way to manage employees, implement change and over see the organization 's long-term business and growth strategies. Some management strategies focus on specific aspects of a company 's operation, such as growth or employee relations, while others concentrate on integrating all aspects for the good of the company, its employees and its customers.
The medical imaging team is made of a diverse group of people and the characteristics and dynamics of the radiology department reflects upon its team. A common goal is a must and managers must shape that assortment of individuals into a successful working unit and point staff in the same direction. Managers
The radiology departments of public academic hospitals are in a struggle to keep up with the increasing demand, in which it results into poor service and operational stress. Although these practices of medical imaging are advancing technologically every year, the workload is escalating and also sometime leads to workforce shortage due to poor management and not having a proper strategy in place. (Lau, 2009). Most hospitals have now changed to digital or computed radiography, which are much faster imaging modalities as compared to the traditional conventional film and paper imaging. These hospitals can increase their patient throughput by simply improving their operation rather then to increase its physical capacity, as this will be a cost effective solution. (Falsini, Perugia, and Schiraldi, 2010). A clear management strategy needs to be in place for all to follow and this paper talks about improvement in management strategy to optimize staff productivity as well as increasing the throughput of patients.
Management strategy
According to Bateman and Snell (2013) a management strategy helps the manager of the leader make better use of the company’s resources, wether its financial, human or knowledge based. A management strategy works like a road map or blue print; they guide managers in the best way to manage employees, implement change and over see the organization 's long-term business and growth strategies. Some management strategies focus on specific aspects of a company 's operation, such as growth or employee relations, while others concentrate on integrating all aspects for the good of the company, its employees and its customers.
The medical imaging team is made of a diverse group of people and the characteristics and dynamics of the radiology department reflects upon its team. A common goal is a must and managers must shape that assortment of individuals into a successful working unit and point staff in the same direction. Managers
References: ASRL. (2013). Managerial Strategies for Creating an Effective Work Environment. Radiologic technology. Accessed 22 April 2014. Bateman, T.S. & Snell, S.A. (2013). Management: Leading and collaborating a competitive world. New York: Mac Graw Hill. Boden, T.W. (November 2011). Flexible scheduling. Radiology Today. Vol 12. Accessed 22 April 2014. Department of health. (Mach 2002). Service package for South Africa. A set of norms and standards. Accessed 22 April 2014. Falsini,D., Perugia, A. and Schiraldi, M.M. ( September 2010). An Operations Management Approach for Radiology Services. Proceedings of the Conference on “Sustainable Development: Industrial Practice, Education & Research. Accessed 22 April 2014. Infosys. (2011). Building tomorrows enterprise. Radiology utilization management. Accessed 22 April 2014. Karstoft, J and Tarp, L. (22 March 2011). Is Lean Management implementable in a department of radiology? Department of Radiology, Odense University Hospital. Accessed 22 April 2014. Lau, L.S. (17 May 2009). Leadership and management in quality radiology. Biomedical Imaging and Intervention Journal. Accessed 22 April 2014. Mbele, T. (2013). Management in primary health sector/ district hospitals. Personal communication. Nyathi, T., Chirwa, T.F. and Van der Merwe, D.G. (30 September 2009). A survey of digital radiography practice in four South African teaching hospitals: an illuminative study. Biomedical Imaging and Intervention Journal. Accessed 22 April 2014.