INTRODUCTION ADMINISTRATION, LEADERSHIP2.pptx

“employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements.”

1. ADMINISTRATION, LEADERSHIP AND ENTREPRENEURSHIP

2. HUMAN RESOURCE MANAGEMENT PERSONNEL, PEOPLE AT WORK, MANPOWER, STAFF AND EMPLOYEES

3. Human Resource management define as “employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements.”

4. H uman resource managament functions HR acquisition HR planning Recruitment Selection Placement HR Development Career Planning Training & development Organizational Development Performance & compensation Performance management Incentives & benefits Motivation & maintenance Empowerment Health & safety HR mobility Creating motivating environment Industrial Relations Discipline & grievance management Industrial dispute management HR information system HR research HR accounting HR audit

5. Nature of Human resource management I nherent part of management – selecting people, training, motivating, appraising their performance for improving their quality. Pervasive Function – present in all levels of management in an organization. Action oriented – solve problem through rational (balanced) policies rather than record keeping. People oriented – HRM is all about people at work. Assign jobs, produce results, reward, motivate them towards improvements in productivity. Future oriented – Effective HRM helps organization meet its goals. Development oriented – HRM develops full potential of employees through reward, training, job rotation. Integrating mechanism – HRM maintains cordial relationship between people working at various levels in organization.

6. 8. C omprehensive functions : workforce signifies people working at all levels , HRM differs with form & shape but the basic objective of effective utilization of human resource remains the same. 9. Continuous function : HRM is not a one shot deal it requires constant awareness and alertness of human relations. In evert day operation. 10. Based on human relation : Every person has different need, perception and expectations. The manager should give due attention to the factors.

7. SCOPE OF HUMAN RESOURCE MANAGEMENT Human resource planning – fill various position Recruitment and selection – develop a team of candidates Job design: define task, assign authority & responsibility Training & development – Helps in developing key competencies Appraisal of performance – systematic assessment and evaluation of workforce Motivation of workforce – develop enthusiastic workforce Remuneration of employees- focuses on fair, consistent & equitable compensation. Social security & welfare of employees – working conditions, transport and medical assistance Review & audit of personnel polices- ensure reliable HR policies Industrial labor relation – ensure healthy union management relationship

8. Difference between personnel management & Human resource management PERSONNEL MANAGEMENT Management of people employed Employees are treated as economic man as his service are exchanged with salary Employee are treated as cost center. Therefore, management controls cost of labor. Employees used as organization benefit. Personnel function is only auxiliary Short term perspective HUMAN RESOURCE MANAGEMENT Management of Employees skills, knowledge, abilities Employees are treated as economic, social and psychological man Employee are treated as a resource Employees as treated as profit center. Therefore, invest in human resource. Employees used for multi-mutual benefit for organization, employees and family. HRM is strategic management function Long term perspective

9. OBJECTIVES OF HUMAN RESOURCE MANAGEMENT T o help the organization reach its goal To employ the skills and abilities of the workforce efficiently To provide the organization with well trained & well motivated employees To increase employees job satisfaction and self actualization To develop and maintain a quality of work life To communicate Human Resource policies to all employees To be ethically & socially responsive to the needs of the society To provide an opportunity for expression & voice in management. To provide fair, acceptable & efficient leadership. To established sound organizational structure & desirable working conditions.

10. Importance of human resource management Attract and retain talent Train people for challenging roles Develop skills & competencies Promote team spirit Develop loyalty & commitment Increase productivity & profits Enhance standard of living Generate employment opportunity Greater trust and respect. GOOD HR PRACTICES HELPS

11. QUALITIES OF HR MANAGER Henry Fayol categorized as Physical – Health, energy and strength Mental – ability to understand, learn, judge & adaptable Moral – firmness, responsible, initiative, loyal, dignity Educationa l – subject knowledge about function performed Technical – peculiar knowledge on function Experience – arising from work proper. Others: Alert mentally, competent to take quick decision, honesty & integrity, patience, goo leader, socially responsible, good communicator and courteous.

12. CONCEPT OF LEADERSHIP Leadership is the ability to influence a group toward the achievement of goals. Leadership is a function of knowing ones self, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize ones own leadership potential.

13. LEADERSHIP TRAITS Physical Traits : High energy level Physical stamina Tolerance for stress Uncared about being overworked Vitality 2. Intellectual Traits: Foresightful Ask for more responsibility Extensively Scholarly Willing to experiment Being able to handle varied workforce 3. Personality Traits: Ambitious Risk taking Originality Sociability Adaptability Verbal potentiality Honesty Initiative Aggressive 4. Emotional Traits : Self-confidence Optimism Determination Self-discipline Reliability

14. TYPES OF LEADERSHIP STYLES

15. THEORIES OF LEADERSHIP Traits Theories Behavioral Theories Contingency / Situational Theories Transactional Theories Transformational Theories and Charismatic Theories of Leadership

16. THEORIES OF LEADERSHIP Trait Theories of Leadership Considers personality, social, physical, or intellectual traits to differentiate Factors determining leadership strategies of Traits based Leaders Extraversion Conscientiousness Openness Emotional Intelligence

17. THEORIES OF LEADERSHIP Behavioral Theories of Leadership Specific behaviors differentiate leaders from non-leaders . Factors determining leadership strategies of Behaviour based Leaders Initiative Consideration Employee orientation Production orientation Development orientation

18. THEORIES OF LEADERSHIP Contingency / Situational Theories of Leadership Blend of a leader’s style and the degree to which the situation gives control and influence to the leader. Factors determining leadership strategies of Contingency based Leaders Leader-Member relations Leader readiness to delegate Follower readiness to accept responsibilities Task structure Positional power

19. THEORIES OF LEADERSHIP Transactional Theories of Leadership Guides or motivates the followers in the direction of established goals by clarifying role and task requirements Factors determining leadership strategies of Transaction based Leadership: Management by reward Management by Exception Laissez-Faire

20. THEORIES OF LEADERSHIP Transformational Theories of Leadership Adopts transformational approaches using the 4 ‘I’s rather than a conventional or transactional approaches Factors determining leadership strategies of Transformation based Leaders (4 ‘I’s): Idealized Influence Inspirational Motivation Intellectual Stimulation Individual Consideration

21. THEORIES OF LEADERSHIP Theories of Charismatic Leadership Followers attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. Factors determining leadership strategies of Charismatic Leaders Self Confidence Visionary Being a change agent Environmental sensitivity & needs of the followers Willingness to take personal risks to achieve the vision.

22. TEAM, LEADERSHIP & MOTIVATION LINKAGE MODEL

23. VIDEO ON LEADERSHIP STYLES http://www.youtube.com/watch?v=hPfRKu05bkQ

24. IDENTIFY WHICH LEADERSHIP STYLES ARE THEY? http://www.youtube.com/watch?v=Bv16yctXaFM

25. IDENTIFY WHICH LEADERSHIP STYLES ARE THEY? http://www.youtube.com/watch?v=Bv16yctXaFM

26. Radiology Administration Digital imaging has untied our hands with regard to technical limitations. We no longer have to be arbiters of technology; we get to participate in the interpretation of technology into creative content -John Dykstra, Scientist

27. The Hospital Environment Hospital Organization Hospitals are a central part of one of the nation’s largest industries, the health care industry, and offer a broad range of services provided by highly educated and trained personnel, using highly sophisticated equipment and technology. The complexity of a hospital can be compared with that of a town or city in which people work together in mutually supportive functions—for example, the building, or plan, of a hospital provides space, electricity, plumbing, and roadways that require upkeep and maintenance. A hospital employs people in 20 or more different professions and an equal number of trades; these people require physical supports such as food service and payroll services. Supplies are needed, which are purchased from vendors or suppliers outside the hospital or produced from within the organization. Similar to a city, a hospital requires policies, procedures, administrative staff, rules, regulations, and plans.

28. Hospital Organization Not every citizen of a city is charged with carrying out the city’s mission or fully understands its meaning. An organization’s mission statement is the defining and guiding force that outlines the reason for existence. In its basic definition, it demonstrates who reports to whom in the organization. Governance of a hospital begins with the board of directors or governing board, which is authorized by law to operate a hospital. The board employs a chief executive officer (CEO) or president, and defines how the operation of the hospital is maintained and conducted. In the organizational chart in Fig. 6.1, the line of communication between the medical staff and CEO is a dashed line, indicating direct communication but not directly controlled. The medical staff is the formal organized structure of physicians within a hospital with authorized privileges, bylaws, elected officers, committees, and organized activities.

29. Hospital Organization

30. Hospital Organization A hospital is made up of many departments and services organized to provide care and clinical support services to its patients and clients. Most of a hospital’s departments are interrelated, and some of these departments and services are directly dependent on each other. For example, all patient care services depend on the admissions department for information regarding the patients being served. Nursing areas, ancillary clinical departments, the medical staff, billing offices, and other departments rely on the health information management (HIM) department for maintaining and retaining the patient’s medical record. The human resources department is responsible for the recruitment, retention, benefits, and compensation of all employees who work in the hospital. Business offices handle the financial functions of the hospital, including billing patients and insurance companies, paying for equipment andsupplies , and maintaining strict accounting practices.

31. radiology Organization Like the organization of a hospital, the formal structure of a radiology (medical imaging) department is a subset of the larger organization. The radiology department has the same focus on the hospital mission to serve patients and has needs like those of the larger organization—personnel, information, supplies, equipment, space, electricity, plumbing, and maintenance. Subdepartments of Radiology Larger radiology departments are often divided into subdepartments, modalities, or sections such as diagnostic radiography, ultrasound (US), nuclear medicine (NM), positron emission tomography (PET), computed tomography (CT), magnetic resonance imaging (MRI), mammography, and interventional radiology (IR), which is sometimes referred to as special procedures.

32. Administrative Director of Radiology Organization of the radiology department begins with an administrative director, who reports to senior hospital administration and has direct responsibility and authority for operation and organization of the department. Key traditional responsibilities include staffing, planning, educating, supervising, organizing, coordinating, communicating, maintaining safety, and minimizing hazards in the workplace. Medical Director The medical director has little responsibility for day-to-day operations, staffing, and organization. In most cases, the medical director has responsibility for overseeing the quality of patient care, approving clinical protocols, reviewing policies and procedures, and recommending improvements to quality and safety of care, equipment purchases, and technology acquisition. According to The Joint Commission(TJC), the medical director is responsible for all quality improvement activities, although he or she may delegate responsibilities to the administrative director

33. Department Chair The medical director of radiology may also serve as department chair. The department chair of radiology is the department’s link to the formal organization of the medical staff. He or she serves on the executive committee and other standing and ad hoc committees. Whereas a medical director has responsibility for a department or subdepartment, in some facilities the chair has responsibility for the full range of services and is directly responsible for participation in the medical staff organization. Considerable variation occurs from institution to institution in the title and responsibilities of the medical head of radiology services and its subdepartments. Whether the title is medical director, chair, or service chief, the primary responsibility is high-quality patient care and clinical oversight.

34. Radiologists Radiologists may practice alone as individual physicians or in groups. Within groups, the larger the number of radiologists, the more formal the group’s own organizational structure will be and the more specialized the services they can provide. Partnerships may or may not include all of the radiologists working together by agreement. When radiologists first become part of a practicing group, they may work as employees or junior partners before becoming full partners. The function of the group’s organization is to run the business of the group, which includes billing patients for professional services such as radiology examination results, managing and paying their group employees, managing group investments and benefits plans, and serving as a mechanism for decision making. Improving the quality and safety of patient care may also be a function of the group’s management processes..

35. Radiation Safety Office The radiation safety officer (RSO) is the person delegated within an organization that is responsible for the safe operation and use of radiation and radioactive materials, as well as implementing the radiation protection program. An organization is required to designate an RSO in writing if licensed for the use of radioactive materials and the individual must meet specific requirements by either the Nuclear Regulatory Committee (NRC) or the Agreement State. Typically, organizations employ a physicist or have a radiologist fulfill the role of the RSO.