Radiology Department Manager Interview - Article Example

? Radiology Department Manager Interview Radiology Department Manager Interview Introduction I recently had the honor ofsitting down with the manager of the radiology department, Ramon Lujan, at the medical facility that currently employs me. This was a great opportunity to explore some issues related not only to the field of radiology, but also to the medical professional as a well. It was certainly an eye opening discussion and I truly feel that I gained a great deal of knowledge that will go with me as I hope to become a supervisor in the Middle East in the near future. The interview focused on the following five key topics: Strategic planning, budgets, equipment acquisition, conflict resolution, and employee development and empowerment. Strategic Planning One would think that since x-ray technology has been around for decades, strategic planning for the short and long term does not mean much. As my manager pointed out, however, this is far from the case. As the manager, Ramon stated that he must considered short term needs of the radiology department spanning for 1-3 years. To consider this, he looks at expansion plans of the hospital, patient numbers, and the amount of time it takes to get important scans back to the doctor(s). In addition, Ramon looks at long-range planning as a way to implement new technology into the department, based on budgetary numbers that he receives annually. To do this, he actually works with a team of professionals from other departments to keep abreast as to which new technology will be here for the long-term, and which pieces should not be considered to the belief that they will become obsolete in the short term. With this planning, Ramon claimed, the hospital would be mired down with antiquated radiology equipment due to a lack of financial results to little to no foresight paid from the outset. This aspect of his position certainly seems to be one of the most overlooked by non-supervisors, but I can now certainly see why Ramon considers it to be one of his top priorities that he reviews on a regular basis (McConnell, 2009). Budgets Budgetary issues are always an area of concern in a medical facility. Ramon covered this area quite quickly. While he largely controls how money within the radiology department is allocated, he has little say over how financial resources are granted by the institution to the department. The budget is determined by the administration of the health facility, with input from various departments. Ramon spends time together with his team working on the budget for future fiscal years, making the case for needed equipment and staffing concerns, among others. In the end, however, he must leave those decisions with the administration. Once the budget is set, he has more meetings with the radiology team to determine how best to allocate the money that was eventually granted to them. As mentioned, items in the budget include money for new equipment, maintenance on existing equipment, staffing costs, and other miscellaneous supplies that are specific to radiology. Building and other maintenance costs are not touched by the radiology budget. It is quite a complex process, much of the information being sensitive, so this was most of the information that my manager felt comfortable sharing with me. Equipment Acquisition Radiology, obviously, depends on its equipment. Particularly with the impending implementation of the Affordable Care Act, imaging departments nationwide have been reexamining the equipment that they purchase and the vendors that they contract with. Ramon discussed this process with me during our interview. Since the hospital has a list of approved vendors, the procedure for ordering new equipment is quite easy. First of all, the money must be approved in the budget. That is pretty straightforward. Secondly, as mentioned in the portion of the interview covering budgetary concerns, the management team in the radiology department prioritizes the purchasing of equipment based upon current needs and trends in the field. They want to make sure that they do not purchase any piece of equipment that will become obsolete in a matter of a few years. With the implementation of the new health care act, the hospital has already begun to change their relationships with vendors, insisting that the acquisition of new equipment be priced in conformity with recent practices nationwide. As to this issue of who I believe should be involved in the process, I think that the current method employed is accurate. Professional in the fields, such as my manager and his team, are well suited to understand the current needs of the department (McConnell, 2009). They are also the ones that understand new technology in on the horizon and can implement a proper strategic plan that puts into place a reasonable timeline for the purchasing of new equipment. Conflict Resolution Discussing conflict resolution practices that Ramon and the department have implemented was quite eye opening. My manager has implemented an open door policy when dealing with patient complaints. If a patient has a concern, he encourages all support staff to give them his contact information. When a patient does complain, he hears them out, documents everything, and then either himself or a team member will address each complaint individually. Ramon stated that he never admits wrongdoing during that initial ‘session’ with the patient; rather he sincerely lets them know that he will take it seriously. In the end, Ramon supports his staff. Until it is proven they have done something wrong, he will assume the best. Minor complaints are usually resolved by effectively communicating with the patient and the staff involved. If the conflict is more severe, such as equipment malfunction or staff abuse, then Ramon gets his entire team involved. If the matter can turn into a legal one, he immediately consults hospital administration, turning over all of his notes on the issue and, if necessary, leaves it in the hands of the attorneys. In the radiology department, however, Ramon stated that complaints are rarely taken to this level. Finally, if a staff member has treated patients poorly, or they are simply derelict in their job duties, Ramon will implement the policies of the department to determine what actions must be taken, even if that means termination. In cases of termination, Ramon personally handles that when it involves any employee under his direct supervision. Employee Development and Empowerment The final part of my interview with the manager of the radiology department focused on employee development and empowerment. As I hope to be a manager one day in the near future, it was especially interesting to hear how Ramon viewed this key area of staff development. Ramon began by stating, “A happy employee makes for a happy department, and we all want to be happy”. This is certainly an accurate statement and quite timely in this era of increasing competition, even for medical services. Employees are permitted, for example, to troubleshoot problems that they are qualified to deal with. Not only does this valuable time within the department, but it also allows each staff member to feel like a valued part of the team. Radiology staff, historically, is looking for career advancement into other areas of the medical field. As such, Ramon feels that by empowering them to expand their horizons and become involved in different aspects of radiology and imaging, he is furthering their future career options. I can certainly agree with this. The opportunities that have been provided to me throughout the years has not only given me a wealth of experience, but has also instilled in me a desire to further my education and to learn leadership skills that will go with me as I transition to the Middle East. In the end, Ramon reiterated that during training, all staff are presented with training options and how the department values their development. They are well aware of the their responsibilities and how they are empowered. Conclusion I would have to say that I found myself agreeing with nearly every aspect of Ramon’s management style. Having worked under him for quite some time, I understand how he operates and can see myself emulating his leadership style as I go into management in the future. Certainly I will make my own modifications, and I realize that we are all different. Ramon seems to implement many of the theories evident in Fayo’s Principles of Management. He strongly believes in a solid division of work amongst team members, as this is how to maximize time and develop employee skills at the same time. Our department is disciplined, which comes from the structure that Ramon and his team have implemented over time. Fayo also talks about the important of prioritizing authority and responsibility (Kazmier, 2009). This is done in the radiology department by having clearly stated job duties and a chain of command that is adhered to. There is order in our department and we have a relatively long tenure of staff members compared to other medical facilities. Employees are empowered to show initiative and are encouraged to present new ideas and a fresh way thinking. All of this combined has made my time in the department quite valuable and I certainly thank Ramon for taking the time to allow me to interview him. References Kazmier, L. (2009). Principles of Management. Academy of Management Journal, 12(3), 396. McConnell, C. (2009). Umiker’s management skills for the new health care supervisor. Jones and Bartlett Publishers: New York. Read More