Radiology management最新文献

In the current business environment for contract radiology services, a more stra- tegic approach to marketing can strengthen the ability of an organization to retain existing contracts and win new ones. Although over 70% of surveyed AHRA members believe that marketing is valued within their organizations, only a quarter rated their current marketing programs as highly effective. Survey responses indicate recognition of an unmet need for-marketing programs that are data driven and designed to be evaluated based on meas6rable outcomes. Starting with an understanding of a few key essentials of marketing data and basic categories of marketing metrics can form the foundation of a demonstra- bly effective marketing program for a contract-based radiology organization.

* This article demonstrates that using several protocol change scenarios to illustrate how combining the expertise of a radiologist, CT technologist, a medical physicist, schedulers, and IT personnel would result in a better outcome for protocol optimization, management, and review. * While a team can develop a protocol change, it is not a given that they would then be capable of disseminating that change in a well-documented manner to all scanners within the CT fleet of their enterprise. Several scenarios are used to demonstrate these complexities and interrelationships. * Costs associated with protocol management are discussed. While teamwork and FTEs are quantifiable, the cost of failing to carry out these tasks is harder to quantify.

It would be easy to think that there is no way that there could be more coding changes, but alas, that is not the case. A new year is upon us and so are new coding changes. This year there are more changes for interventional services than regular diagnostic services but the new changes will impact every radiology organization. As of the writing of this article all of the supporting guidance that we look to for additional information is not yet available so more guidance will be needed to ensure proper code assignment. The following information will allow you to start on the update journey within your organization.

*Machines that dream, the restless impulse for technical change that has marked radiology from its beginning and forays into deep neural networks, will no doubt unsettle long-held institu- tional practices in radiology. *A willingness to collaborate and puzzle through machine intelligence has come from those who have not accepted the status quo. A certain form of scientific curiosity has been a guiding principle in their work. *In radiology, machine intelligence has been extremely useful and built into just about every major technical innovation. But it has only been the last several years that a subfield of Al, machine learning, has begun to show remarkably fast development due to faster comput- er processing capabilities and advanced modeling and results emerging from the application of deep learning.

Making and justifying capital expenditures can be a difficult part of a supervisory or managerial position. Understanding some basic tools for making estimates and calculating values can help simplify this process. Breaking down some of the most common accounting methods into a six-step, intuitive process allows everyone, even those with little or no accounting background, to use and understand the results of these tools. Accounting tools can seem complex when they are first used, but after walking through them step-by-step and practicing them, they can become an essential tool in working with executives and other administrators.

*Ferromagnetic detectors capable of alerting MRI operators to potentially lethal projectile risks have been proven to increase patient safety. What is less well known is how such benefits may change over time. *The staff was involved in the whole study as they were trained on the use of the system, asked to record events that alerted the detector, and participated in follow up conversations about the impact of the systems and concerns or questions. *While a metal detection system is capable of reducing the number of incidents in which metal objects are brought into the MRI suite, technologists do become fatigued with the alarms in an MRI system and do not always consciously hear it.

A study was conducted to determine the current employment practices and future preferences of Nebraska hospitals regarding multicredentialed technologists. A survey was mailed to 104 hospital radi- ology departments in the state of Nebraska, asking for voluntary and confidential responses by radiology managers charged with hiring of radiologic technologists with a response rate of 51%. Nearly all respondents (93%) said it was very likely or fairly likely that they would hire a multicredentialed technologist in the future. Results suggest that there is a trend among Nebraska hospital radiology managers toward needing or hiring multicredentialed radiologic technologists in the future. There appears to be a greater emphasis in the pairing of credentialing in diagnostic radiography with computed tomography, ultra- sound, and mammography in current and future needs.

Sometimes in life it is the little things that provide for a positive reputation with patients and our communities. There is little money required for each of us to place ourselves in the patient's role and ask ourselves how we would like to be treated. Some areas where little to no cost customer service improvements can be made are in scheduling, face-to-face- encounters, and with setting and managing expectations. Employees should be encouraged to end each conversation with an expression of gratitude, whether ending a telephone call or showing a patient to the exit-the tone with which a patient encounter ends is as important as how it begins.