Leadership Characteristics for Health Care Managers: Perspectives of Chief Executive Officers in US Hospitals.

A study was conducted to determine the perceptions of chief executive officers in US hospitals regarding the most important characteristics aspiring health care executives should possess. The results of this 2012 study were compared with a previous study conducted in 2007 to determine if the perceptions had changed over time.

A Ministudy of employee turnover in US hospitals.

A ministudy was conducted to collect self-reported employee turnover rates in US hospitals. The results indicate many hospitals are struggling with high employee turnover rates. Widespread variances in ratings were observed across hospitals, which may be due to lack of consistency in how they each calculate their employee turnover. This makes benchmarking for the purposes of performance improvement challenging.

Succession planning: trends regarding the perspectives of Chief Executive Officers in US hospitals.

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.

A comparative analysis of employee incentives in the healthcare industry.

This study is a reanalysis of employer incentives for healthcare managers. In 2007, a survey was administered to determine the top incentives used in healthcare as well as which individuals are receiving the most creative incentive packages; technical, managerial, or executive employees. A similar survey was distributed in 2012 in order to compare and see what changes have taken place in the last five years in respect to the incentives and the incentive packages used in healthcare that were first identified in 2007.

Corporate social responsibility of future radiology professionals.

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.

Lack of performance: the top reasons for terminating healthcare employees.

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.

Employee incentives in the healthcare industry.

*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.

Succession planning and leadership development: critical business strategies for healthcare organizations.

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.

Standardizing dose prescriptions: An ASTRO white paper.

This white paper recommends the standardization (content and presentation order) of several "key components" of the radiation therapy prescription to facilitate accurate communication between radiation therapy care providers. The rationale, other similar efforts, and detailed considerations are described. In brief, the Task Force recommends that the prescription's "elements" include: treatment site, method of delivery, dose per fraction, total number of fractions, total dose (eg, right breast, tangent photons, 267 cGy * 16 = 4272 cGy). A similar formalism is recommended for brachytherapy (eg, cervix, Ir-192 brachytherapy, 600cGy * 5 = 3000 cGy) and other modalities. The white paper also considers future directions for other items such as the simulation order, treatment planning objectives, prescription point or volume, treatment schedule, localization imaging, laboratory monitoring, concurrent chemotherapy, patient instructions for treatment, etc. The intent of this white paper is to facilitate accurate communication among providers to support safe practice as well as to guide vendors in product development that is consistent with this standard prescription.

Distance learning: investing in employees' futures.

The compassion and overall efficiency of those technologists with whom the patient interacts impacts the patient's decision to utilize the facility in the future. Because employee interaction largely influences patient satisfaction, the radiology administrator is challenged to recruit, but more importantly, retain quality employees. Benefit options designed to provide employees the latitude to achieve personal goals as well as professional obligations can be valuable recruitment and retention tools. Ultimately, the purpose of an employee benefit is to promote employee satisfaction, leading to employee retention and culminating in greater patient satisfaction. Since the "ability to influence their career" is reported to be a major area of difference in perceived agreement between the technologist and administrator, it is important to consider avenues for attaining education and skills to meet employee goals far advance. ment within the organization. Distance education, described as a method to provide educational offerings without displacing the learner from the workfarce and his or her community setting, has been successfully implemented in many allied health specialties. Distance learning farmat options include, but not limited to, written correspondence courses, audiotapes, video, Internet, and satellite. These options provide educational access to those with employment and family constraints. The funds that would be spent on recruitment or temporary help can be applied toward training or retraining current employees. Typically, one year of service is required for each year of schooling funded. In some cases, if the training is offered via distance learning, the clinical training portion of the educational program can be conducted at the facility sponsoring the student. Providing clinical training at a facility reduces the student's learning curve associated with transitioning into the open position.

R.T.s' interest in advanced-level certification and distance learning.

OBJECTIVE: To determine the interest of radiologic technologists in obtaining advanced-level certification and their acceptance of distance learning as an educational method to pursue advanced-level certification. METHODS: Researchers surveyed a random sample of 1300 registered technologists (R.Ts) certified in radiography. Data were analyzed using basic univariate statistics and logistic regression calculations. RESULTS: The majority of respondents (72%) expressed an interest in obtaining an advanced-level certification. Furthermore, 93% of those respondents indicated that distance learning was an acceptable method for obtaining the necessary course work. Interest in certification for computed tomography (CT) or magnetic resonance (MR) imaging was selected by nearly 25% of the respondents. Most plan to begin course work within the next 1 to 2 years, are willing to dedicate 4 to 6 hours per week and up to dollar 250 per year to obtain their goals. Although most employers (63%) do not contribute any financial assistance, most R.Ts (53%) indicated that employer support did not influence their decision to pursue a certification. CONCLUSION: This study supports the need for quality distance learning programs, particularly in the areas of CT and MR.

Acceptance of distance learning by radiologic technologists.

OBJECTIVE: A national survey of 1300 registered radiologic technologists was conducted to determine acceptance of distance learning for continuing education, advanced certification and higher academic degree requirements. MAIN OUTCOME MEASURES: Differences between the demographic data and reported acceptance levels were compared using the chi2 (chi-square) test of significance. RESULTS: None of the demographic variables indicated statistically significant differences in acceptance levels. T tests were performed for continuous variables with no significant differences. A rank-order analysis was performed to determine the most preferred method of distance learning. Internet, correspondence and video tape courses were reported to be the most preferred methods for distance learning. CONCLUSION: Study results suggest a high level of acceptance of distance learning for continuing education (95%), advanced certification (93%) and higher academic degree requirements (87%).

Time: a vital resource.

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.

Employee retention: an issue of survival in healthcare.

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.

Micromanagement--a costly management style.

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.

An evaluation of the contouring abilities of medical dosimetry students for the anatomy of a prostate cancer patient.

Prostate cancer is one of the most common diseases treated in a radiation oncology department. One of the major predictors of the treatment outcome and patient side effects is the accuracy of the anatomical contours for the treatment plan. Therefore, the purpose of this study was to determine which anatomical structures are most often contoured correctly and incorrectly by medical dosimetry students. The author also wanted to discover whether a review of the contouring rules would increase contouring accuracy. To achieve this, a male computed tomography dataset consisting of 72 transverse slices was sent to students for contouring. The students were instructed to import this dataset into their treatment planning system and contour the following structures: skin, bladder, rectum, prostate, penile bulb, seminal vesicles, left femoral head, and right femoral head. Upon completion of the contours, the contour file was evaluated against a "gold standard" contour set using StructSure software (Standard Imaging, Inc). A review of the initial contour results was conducted and then students were instructed to contour the dataset a second time. The results of this study showed significant differences between contouring sessions. These results and the standardization of contouring rules should benefit all individuals who participate in the treatment planning of cancer patients.

Determining return on investment for training using simple regression: a hypothetical case study for the health care industry.

Wisely allocating financial resources is essential to the success of every health care organization. Therefore, health care managers must be able to determine if dedicating the necessary funds for employee training results in an adequate return on investment. This case study examines how training programs can be evaluated in terms of business results and describes one method, simple regression analysis, that health care managers may use to help determine if the training was financially beneficial to the organization.

Chief executive officers in US hospitals: an examination of workforce demographics and educational issues.

A study was conducted to determine if workforce demographics of chief executive officers within hospitals in the United States were changing. It sought to analyze the retirement patterns and the current gender mix of chief executive officers in hospital settings within the United States. It also sought to capture the perspectives of those in top-level executive positions in regard to the educational requirements of future health care executives.