MANAGEMENT IN

MEDICAL IMAGING
Introduction to Management

i) Definition of organization, managers and

management and other concepts related
to Management

ii) The Evolution of Management Theories

and current practices
Terminologies

MANAGEMENT ADMINISTRATION ORGANISATION SYSTEMS

Management:

• the act of organizing individuals, tasks,

and resources toward realizing a defined
goal or objective.
Administration:

• an organization’s
structural resources such
as people, resources,
policies, or procedures
that allows for
collaboration toward
realizing defined goals
and objectives.
 Organisations
A systematic arrangement of people brought together to
achieve some specific purpose, applies to all organizations
—for-profit as well as not-for-profit organizations.
Where managers work (manage)

Common characteristics:
➢Goals
➢Structure
➢People
Common Characteristics of Organisation
People
Differences
• Operatives
• People who work directly on a
job or task and have no
responsibility for overseeing the
work of others
• Managers
• Individuals in an organization
who direct the activities of
others
Organisational
Levels
Identifying Managers

Supervisors responsible for directing

First-line managers the day-to-day activities of
operative employees

Individuals at levels of management

Middle managers between the first-line manager and
top management

Individuals who are responsible for

making decisions about the
Top managers direction of the organization and
establishing policies that affect all
organizational members

1–10
 Management Defined
• Management
• The process of getting things done, effectively and efficiently, through and with
other people
• Efficiency
• Means doing the thing correctly; refers to the relationship between inputs
and outputs; seeks to minimize resource costs
• Effectiveness
• Means doing the right things; goal attainment

1–11
Efficiency and Effectiveness

EXHIBIT 1.3

Copyri ght © 2004 Prenti ce Hall, Inc. Al l rights reserved. 1–12

Management
Process
Activities

Management process:
planning, organizing, leading, and controlling
1–13
Management
Process
1. Planning
• Includes defining goals, establishing
strategy, and developing plans to
coordinate activities
2. Organizing
• Includes determining what tasks
to be done, who is to do them,
how the tasks are to be
grouped, who reports to
whom, and where
decisions are to be made

1–
14
Management
Process
3. Leading
• Includes motivating employees,
directing the activities of others,
selecting the most effective
communication channel, and
resolving conflicts
4. Controlling
• The process of monitoring
performance,
comparing it with goals, and
correcting any significant
deviations

1–
15
Management

Divided into
❖Administrative Management
• individuals in an organization who
direct the activities of other people.
❖Operative Management
- people who work directly
on a job or task and have
no responsibility for overseeing
the work of others
Identifying Managers

First-line • Supervisors responsible for directing the

day-to-day activities of operative
managers employees

Middle • Individuals at levels of management

between the first-line manager and top
managers management

• Individuals who are responsible for making

Top decisions about the direction of the
organization and establishing policies that
managers affect all organizational members
 • Managerial Titles
• First-line Managers - manage the work of
non-managerial individuals who are directly
involved with the production or creation of
the organization’s products
• Eg: Ketua Juru X-ray(U42)
• Middle Managers - all managers between the
LEVEL OF first-line level and the top level of the
organization

MANAGER • manage the first-line managers

• Can be in multiple level
• Eg: Ketua Jabatan Jab. Pengimejan(Radiologist)
• Top Managers - responsible for making
organization-wide decisions and establishing
the plans and goals that affect the entire
organization
• Eg: Pengarah Hospital
 • The process of coordinating works/ activities on
its to ensure it is completed efficiently and
effectively with and through other people
• Components of the definition
• Process
• Ongoing functions or primary activities
engaged by the managers
• Relate with mission, vision, aim and
financial target
- Coordinating
Definition of • Distinguishes a managerial position from
Management a non-managerial position
• Shows the different level of status e.g.
KKM U42, U32 and U29
• Private: role/ job scope of HOD of MI
department compare with junior
radiographer
Definition of
Management,
cont….
• Efficiency
• Getting the most output from the least
amount of inputs
• “Doing things right” not necessary “doing
the right thing”
• Concerns with means (income, resources
etc)
• Eg : reduce cost (split film), reduce repeat
Xray procedure
• Effectiveness
• Completing activities so that
organisational goals are attained.
• Concerns with ends of the main target
• E.g. aim to reach 1 million profit. How?
Other definitions of
management

“To manage is to forecast and plan, to

organise, to command, to coordinate
and to control”
H. Fayol (1916)
Other definitions
of management,
cont….
“ Management is a social
process. The process consists of
planning, controlling, coordinating
and motivation”
E F L Brech(1916)
Other definitions of
management,
cont……
• "Management is a multi-purpose
organ that manages business and
manages managers and manages
workers and work."

Peter Drucker (1909)

Other definitions of
management, cont…

• “Management is the art of getting

things done through people.”
Mary Parker Follet (1868- 1933)
Management by H.
Fayol
Management should consist of 14 principles:

1. Division of work – work divide equally

2. Authority – right of giving orders
3. Discipline – Follow a standard protocol and rules
4. Unity of Command – 1 man, 1 command, 1 superior
5. Unity of direction – 1 head, 1 plan, 1 goal
6. Subordination of individual interest to general
interest – personal interest should not prevail
general interest
7. Remuneration – pay fair between company & staff
8. Centralization
9. Scalar chain - hierarchy
10. Order – right man, right things in right place.
11. Equity – kind justice to worker
12. Stability of tenure of personnel – time for staff to do
job
13. Initiative
14. Esprit de corps – teamwork, harmony
 Difference between MANAGEMENT and
ADMINISTRATION

BASIS MANAGEMENT ADMINISTRATION

Meaning Management is the art of getting things done it is formulation of broad objectives , plans and
through others by directing their efforts policies
towards achievement of determined goals

Nature Management is executing function Administration is a decision-making function

Process Management decides who should do it and Administration is what need to be done and
how he should do it when it is to be done,

Functions Management is doing function because Administration is a thinking function because

managers get work done under their plans & policies are determined under it
supervision

Skills Technical and human skills Conceptual and human skills

Levels Middle and lower level Top level function

MANAGERIAL ROLES
 Mintzberg’s Managerial Roles

• Interpersonal • Decisional
• Figurehead • Entrepreneur
• Leader • Disturbance hander
• Liaison • Resource allocator
• Informational • Negotiator
• Monitor
• Disseminator
• Spokesperson

Source: Adapted from The Nature of Managerial Work (paperback) by H. Mintzberg, Table 2, pp.92–93.
Copyright © 1973 Addison Wesley Longman. Reprinted by permission of Addison Wesley Longman.

Copyri ght © 2004 Prenti ce Hall, Inc. Al l rights reserved. 1–29

SKILLS FOR
MANAGER
 General Skills for Managers
1. Conceptual skills
General 2. Human skills (Interpersonal)
Skills for • A manager’s ability to work with, understand,
mentor, and motivate others, both individually and
Managers, in groups

cont..
General Skills for
Managers, cont..
3. Technical skills
• A manager’s ability to use the
tools, procedures, and
techniques of a specialized
field
 General
Skills for
Managers,
cont..
Is management an
art or science ?

✓ Art

Because it depends on the skills, attitude &

creativity of the manager
Is management an art or science ?

✓Science
Because there is
considerable knowledge
in the field of
management with basic
principles for guidance of
basic activities.
 Ethics

Knowledge
Management Diversity

MANAGER
Innovation Globalization

Customers E-Business

37
DIAGNOSTIC
IMAGING
DEPARTMENT
 Part of the Hospital services
 Support hospital by providing
Medical Imaging services and
helping to assist patient
management.
PURPOSES
 Conduct Radiography procedure
 Part of diagnosis process
 Assist treatment management
 Medico legal cases
 Provide work/jobs for people
 Education
 HOW TO ACHIEVE
PURPOSE?
The department should have components consist of:
1. Vision, Mission, patient charter and
accreditation
2. Management member
3. Infrastructure and modalities (Equipment)
4. Staffs
5. List of services
6. Client (patients)
7. Safety aspect
  Statements that explain who we
are
 Type of organization
 Products/services
 Needs we fill
 Statements that explain our
direction, our purpose, our
Vision/Mission reason for being
 What difference do we make?
Statements  Statements that explain what
makes us unique
 Values
 People
 Combination of products and
services
 A statement that clearly defines the firm’s “reason” for being in
business
Business • Should significantly stretch the resources and capabilities of
the firm
Vision • Should inspire people in the organization to achieve things
Statement they never thought possible
• Should unite people in the organization toward the pursuit
of one common goal
Business Vision
Statement
• A guiding philosophy
• Consistent with organizational value
• Influenced by the strengths and
weaknesses of the business
  Core ideology
 Core Values - timeless guiding
principles
 Core Purpose - reason for being
 Envisioned future
Components of a  Clearly articulated goals
 Vivid description - a graphic
Vision Statement description of what success and the
future will be like
 Recognition of service to stakeholders
 Owners/creditors
 Employees
 Customers
 • The mission statement of an
organization is normally short, to the
point, and contains the following
elements:
• Provides a concise statement of
why the organization exists, and
Mission what it is to achieve;
• States the purpose and identity of
Statements the organization;
• Defines the institution's values and
philosophy; and
• Describes how the organization will
serve those affected by its work.
Vision vs. Mission

• The vision is broader and more

future oriented – the goal on the
horizon
• The mission is more focused –
how you will get to the horizon
Patient charter

• Document of right
• State the right of patient in term of:
• Practice
• Treatment
• Services standards
• Expected outcome
• Purpose – confident,
responsibilities and guaranteed
• Eg: Good services and less waiting
time
1–47
The Pre-modern Era

• Ancient massive construction projects

• Egyptian pyramids
• Great Wall of China
• Michelangelo the manager

1–48
Adam Smith’s
Contribution
To The Field
Of
Management
 • Industrial revolution
• Machine power began to substitute
for human power
The Industrial • Lead to mass production of economical
goods
Revolution’s • Improved and less costly
transportation systems became
Influence On available
Management • Created larger markets for goods.
• Larger organizations developed to
Practices serve larger markets
• Created the need for formalized
management practices.

1–50
 Classical
Contributions

• Classical approach
• The term used to describe the
hypotheses of the scientific
management theorists and the
general administrative theorists.
• Scientific management theorists
• Fredrick W. Taylor, Frank and
Lillian Gilbreth, and Henry
Gantt
• General administrative theorists
• Henri Fayol and Max Weber

1–51
Scientific
Management

• Frederick W. Taylor
• The Principles of Scientific Management
(1911)
• Advocated the use
• of the scientific method to define
the “one best way” for a job to be
done
• Believed that increased efficiency could
be achieved by selecting the right
people for the job and training them to
do it precisely in the one best way.
• To motivate workers, he favored
incentive wage plans.
• Separated managerial work from
operative work.

1–52
Taylor’s Four Principles
of Management
Develop a science for each element of an individual’s
work, which replaces the old rule-of-thumb method.

Scientifically select and then train, teach, and develop

the worker. (Previously, workers chose their own work
and trained themselves as best they could.)

Heartily cooperate with the workers so as to ensure

that all work is done in accordance with the principles
of the science that has been developed.

Divide work and responsibility almost equally between

management and workers. Management takes over all
work for which it is better fitted than the workers.
(Previously, almost all the work and the greater part of
the responsibility were thrown upon the workers).

1–53
Scientific Management
Contributors
• Frank and Lillian Gilbreth
• Bricklaying efficiency improvements
• Time and motion studies (therbligs)
• Henry Gantt
• Incentive compensation systems
• Gantt chart for scheduling work
operations

1–
54
 • General administrative theorists
• Writers who developed general
theories of what managers do and
what constitutes good management
practice
• Henri Fayol (France)
Administrative • Fourteen Principles of Management:
Management Fundamental or universal principles of
management practice
• Max Weber (Germany)
• Bureaucracy: Ideal type of organization
characterized by division of labor, a
clearly defined hierarchy, detailed rules
and regulations, and impersonal
relationships

Copyri ght © 2004 Prenti ce Hall, Inc. Al l rights reserved. 1–55

Fayol’s Fourteen Principles of Management

1. Division of work 8. Centralization

2. Authority 9. Scalar chain
3. Discipline 10. Order
4. Unity of command 11. Equity
5. Unity of direction 12. Stability of tenure of personnel
6. Subordination of the individual 13. Initiative
7. Remuneration 14. Esprit de corps
Weber’s Ideal Bureaucracy

• Division of Labor
• Authority Hierarchy
• Formal Selection
• Formal Rules and Regulations
• Impersonality
• Career Orientation

1–57
 ISLAMIC MANAGEMENT

The principle based Vision in life in term

Fiqh as the problem
on quran and of islamic
solving mechanism
sunnah(revealation) worldview

Follow Islam as the

Promote a’dil Eg: oncall
way of life as part
(justice) and avoid allocation, fair to
of the management
zal’m (cruel) everyone.
style itself
 APPLICABILITY
• Should apply both methods as where it is applicable
• The best way is using the scientific as the method, while Islamic
management as the pure guidance
THANK YOU