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The article explores challenges faced by MRI departments due to interrupted or terminated scans, emphasizing the need for quality improvement. A study gathered MRI technologists' perspectives, revealing that patient claustrophobia is a prevalent factor, the incidence of interruptions may be higher than estimated, and increasing patient education may lessen interruptions, highlighting the importance of addressing these issues for improved patient care and operational efficiency.

The article offers information on exploring job embeddedness as a strategy to improve employee retention in radiology departments. Topics discussed include the workforce needs in radiology; the concept of job embeddedness and its critical factors; the relationship between job embeddedness and voluntary and involuntary turnover; and strategies for radiology managers to increase job embeddedness and improve employee retention.

The article focuses on radiology managers and their teams often undergo extreme emotional and physical trials while overseeing the treatment of patients in the U.S. was struck by a respiratory illness known as COVID-19. Topics include the healthcare facilities across the world have been faced with staffing and personal protective equipment (PPE) shortages, and the Center for Disease Control and Prevention (CDC) recommends all individuals wear face masks.

The article focuses on the potential impact on radiology professionals. Topics include the posttraumatic stress disorder (PTSD) being a complex psychological issue that occur as the result of exposure to any traumatic event, the radiology professionals has often exposed to a significant amount of emotional and physical trauma, and the under normal circumstances their role on the patient care team is demanding.

The article presents the literature review on subject of multigenerational team building. It states the brief overview of the issue of team building is introduced followed by description of distinct generational cohorts and team-building strategies. It cites the management skill building and problem of workplace conflict related to generational differences. It mentions that informed management practices can offer solutions for building cohesive workgroups from different generations.

Internally promoting clinical staff members into management positions is often a wise organizational strategy. Although there are advantages in doing such, there are also a number of challenges. Newly appointed managers may need introductory management level training given technical expertise does not always equate to management expertise. Devoting time to teaching even the most basic management skills will assure a more seamless role transition for the promoted employee. Upper administration also needs to be aware that possessing clinical expertise does not always serve as a precursor to promotion. Not every clinical employee, regardless of how proficient they are in their technical roles, seeks to be a manager. [ABSTRACT FROM AUTHOR]

Presenteeism is defined as the act of going to work when sick. Occupations that have a high degree of human interaction, such as healthcare providers and educators, have been found to exhibit the highest rates of presenteeism. The incidence of presenteeism among physicians has been reported to be as high as 90%. Various reasons are given for choosing to work when sick including a commitment to patients, unwillingness to burden coworkers, competition, and the lack of a suitable replacement. The topic is important in the field of radiology given presenteeism has been shown to reduce worker productivity, increase the likelihood of patient errors, and result in negative long term health effects. Radiology managers can discourage presenteeism by changing attitudes toward the use of sick leave and through health promotion programs to encourage healthy lifestyles. [ABSTRACT FROM AUTHOR]

A study was conducted to revisit the perceptions of chief executive officers in US hospitals regarding the origin of leadership and how they felt about internally developed successors versus externally recruited successors. Furthermore, the study sought to develop understanding of how this group of executives utilizes the succession planning process, what factors impact successor identification, what positions are applicable for succession planning activities, and who is ultimately held responsible for leadership continuity within the hospital industry. The results of this 2012 study were compared with a previous study conducted in 2007 to determine if the perceptions had changed over time.

The Americans with Disability Act (ADA) is a significant piece of discrimination legislation that merits ongoing managerial exploration. This civil rights legislature indicates that employers are expected to provide reasonable accommodations to employees with reported disabilities. The statute also indicates that employers can refuse to offer a reasonable accommodation if doing so creates an undue hardship on the organization. However, health care managers should exercise extreme caution when using undue hardship as a defense against providing reasonable accommodations to employees with disabilities. This point should be duly noted by health care managers given that studies indicate that lawsuits alleging disability discrimination are on the rise. This is unfortunate given the costs of reasonable accommodations are typically miniscule.

Plagued by difficult economic times, many radiology managers may find themselves faced with ethical dilemmas surrounding ongoing organizational pressures to maintain high levels of productivity with restricted resources. This often times tests the level of moral resilience and corporate social consciousness of even the most experienced radiology professionals. A study was conducted to determine what Corporate Social Responsibility (CSR) orientation and viewpoint future radiology professionals may have. The results of the study indicate that these study participants may initially consider patient care more important than profit maximization. Study results indicate that these specific future radiology professionals will not need laws, legal sanctions, and intensified rules to force them to act ethically. However,they may need ongoing training as to the necessity of profit maximization if they seek the highest quality of care possible for their patients.

One of the responsibilities of being a radiology manager unfortunately involves terminating employees. This task can be unpleasant and difficult for both the employee and the manager. It can also be filled with legal ramifications if not handled appropriately. Therefore, it is important for radiology managers to be keenly aware of the typical reasons healthcare employees are terminated. Recognizing the most common reasons for termination can provide radiology managers with an avenue by which to create initiatives. These initiatives should be aimed at reducing the problem areas which lead to the undesirable task of firing employees. A survey of human resource managers in the healthcare industry was conducted and identified the most recurrent reasons healthcare employees are terminated. It also explored the root causes pertaining to terminations involving lack of employee performance.

A mini-study was conducted to determine how hospitals in the United States are preparing for the aging workforce phenomenon. Human resource managers within the healthcare field, specifically from hospital settings, participated in a survey designed to reveal how the healthcare industry is focusing their retention efforts in terms of aging workers. Furthermore, the study sought to determine the methods by which the human resource managers are using to retain aging employees.

* Employee recruitment, retention, and workforce diversity are essential ingredients in a successful radiology department. Since potential new hires and existing employees do not come with labels which accurately describe their innate characteristics, radiology managers need to use objective tools such as personality assessments in order to properly evaluate prospective employment candidates. * These tools have traditionally been under utilized in the healthcare industry, but when used as part of a complete employee selection program they have the potential of ensuring a cohesive radiology department filled with diverse and skilled professionals. * Legal concerns and time constraints withstanding, use of personality assessments as a workforce diversity tool will aid in building an integrated department culture which values the varying skills and attributes of every employee. The result is a radiology department with high levels of employee retention and satisfaction.

*Employee incentives are an important part of a radiology department's ability to attract and maintain employees. For incentive programs to be successful, radiology managers must diligently look for the incentives that motivate each particular employee. *The types of incentives being used frequently in the field of healthcare vary between technical, managerial, and executive positions. The process of identifying the right employee incentive for each group of individuals may be challenging, but if the result is a more productive and satisfied group of employees, the process is worth the effort.

As labor shortages intensify, succession planning and leadership development have become strategic initiatives requiring rigorous consideration. Traditional methods of replacing personnel will not accommodate the vacancies expected to plague healthcare organizations. Managers should focus on identifying potential gaps of key personnel and adapting programs to accommodate organizational need. Attention should be placed on capturing the intellectual capital existent in the organization and developing diverse groups of leadership candidates.

Successful healthcare organizations emphasize attracting human resource assets and aggressively seek to resolve and prevent high employee turnover. Understanding the key components surrounding the importance of measuring employee turnover, learning how it affects patient care, and realizing what is needed to retain quality employees is central to the resolution. Measuring employee turnover in a healthcare department is fundamental to the success of the organization and the quality of care it delivers. Some studies indicate the cost of turnover can average 150% of the employee's annual salary. Furthermore, when employees leave, their duties are shifted to the remaining personnel who feel obligated to shoulder the additional burden. The most important impact of employee turnover may be the effect on patient care. Generally, all patients prefer to be cared for by the same members of a healthcare team each time they require treatment. This involves building relationships between the patients and their respective healthcare organizations. These relationships are important to the success of the facility, especially in cases where the same treatment/care can be received elsewhere. Creating an organizational environment that is dedicated to the retention of talented personnel is the first step in reducing employee turnover. Determining why employees are leaving an organization is an important part of developing an effective strategy. One way this information can be obtained is by conducting detailed exit interviews. Organizations should focus on the following issues in order to maintain their qualified workforce in the long term: communication; decision making; compensation, benefits, and career development; recruitment; appreciation and understanding; and management.

Resolving problems with time management requires an understanding of the concept of working smarter rather than harder. Therefore, managing time effectively is a vital responsibility of department managers. When developing a plan for more effectively managing time, it is important to carefully analyze where time is currently being used/lost. Keeping a daily log can be a time consuming effort. However, the log can provide information about ways that time may be saved and how to organize personal schedules to maximize time efficiency. The next step is to develop a strategy to decrease wasted time and create a more cohesive radiology department. The following list of time management strategies provides some suggestions for developing a plan. Get focused. Set goals and priorities. Get organized. Monitor individual motivation factors. Develop memory techniques. In healthcare, success means delivering the highest quality of care by getting organized, meeting deadlines, creating efficient schedules and appropriately budgeting resources. Effective time management focuses on knowing what needs to be done when. The managerial challenge is to shift the emphasis from doing everything all at once to orchestrating the departmental activities in order to maximize the time given in a normal workday.

Micromanagement can be advantageous in certain short-term situations, such as while training new employees, increasing productivity of underperforming employees, controlling high-risk issues, and when there can be no question of who is in charge. However, the costs associated with long-term micromanagement can be exorbitant. Symptoms such as low employee morale, high staff turnover, reduction of productivity and patient dissatisfaction can be associated with micromanagement. The negative impacts are so intense that it is labeled among the top three reasons employees resign. Ultimately, micromanagement leads to decreased growth potential in a department. Managers who put too much emphasis on daily operational details can miss the broader picture and fail to plan for departmental expansion. Eventually, many micromanagers find themselves at considerable risk of burnout. Changing behavior associated with micromanagement can be a lengthy and difficult process. As with most problems, the first step is to realize that there is behavior that needs to be changed and to understand how it negatively impacts the department. Conducting a self-assessment of one's leadership style can be advantageous in this process. The true task is to find a balance between effectively performing daily obligations and strategically planning for the future. This task typically involves proper delegation of duties, and that in itself is a difficult challenge. Proper delegation of tasks may be the primary key to combating micromanaging behavior, however, some other suggestions include: 1. Develop a vision of what the department will look like in the future. 2. Hire people with the right skills for the job. 3. Develop a policy and procedures manual. 4. Develop solid lines of communication between managers and subordinates. 5. Expect some employee errors. Mistakes are an important process in the learning experience and should be viewed as a training expense. Employees who are allowed to be self-directed will be motivated to be more productive. Staffing issues such as low morale and high turnover will decrease; patient satisfaction will increase simultaneously.