Radiology Service Improvement - Term Paper Example

Clinical radiology is one of the most important branches of modern medicine. Clinical radiology is core to the NHS’s strategic ambitions. It is therefore essential that the NHS implements bold measures that will enhance clinical radiology and primary care to ensure that patients receive early diagnosis and that they are safe, aside from improving patient experience. One important activity that the NHS needs to undertake is the creation of a Pediatric Radiology Room (PRR) for every hospital, complete with its own waiting area. The need for a PRR comes from the challenges that radiology departments face when imaging children (NHS, 2013). These challenges include pathology, disease presentation and lack of cooperation from children and their parents (Barr & Dowding, 2012). The establishment of a PRR is important because, aside from building the confidence of children and other customers, it will ensure that children can access radiology services on time and reduce instances where children compete with adults for services (AHRQ, n.d). It is imperative that radiology rooms provide a friendly environment for children (RPPR, 2011). One of the challenges faced by radiology staff is the lack of cooperation from children. In most cases, children cause delays in treatment due to their lack of confidence in staff. Health care staff who serve children in radiology need to obtain children’s cooperation and trust in a child-friendly and secure environment (NIB, 2011). The children’s pediatric room should be decorated with colorful images and artwork favored by children (NIB, 2011). Further, they should have pictures and posters of children undergoing examination. These posters and pictures are important in informing the parents on the procedures involved and at the same time relax the children, making treatment easier (AHRQ, n.d). Reports show that in the England, 2.9 million children attended Accident and Emergency units, making them major consumers of health care services (Mathers, 2011). Research undertaken by the European Radiology Society revealed that there are only 20 hospitals for children in Britain, forcing around 1.5 million children to attend adult-centered hospitals for imaging services. While 57% of adult-centered hospitals lack child-friendly equipment, 79% of them do not have separate facilities for adults and children like waiting rooms and toilets. Further, 13% of all adult-centered hospitals and a third of child-centered hospitals had introduced protocols to manage cases of children with disabilities. These statistics indicate the need for better management in screening services for children (Mathers, 2011). The NHS Outcomes Framework has several domains such as early diagnosis to prevent premature death, improving quality of life, especially for patients with long-term conditions and helping patients to recover following injury or episodes of illness. Clinical radiology supports all these domains of the NHS Outcomes Framework. The idea for a PRR for children is in line with the United Kingdom policy on child health care, which advocates for access to health care services for all children (AHRQ, n.d). In addition to that, the NHS seeks to provide patient-centered health care, which will ensure that patients have more say in matters of their health (NHS, n.d). By providing a PRR, staff members assigned will offer personalized treatment to all their patients (O’Neill, 2013). A report by the National Imaging Board emphasizes on the need to consider and understand the needs of caregivers and parents when considering any form of pediatric service (Willcocks, 2008). The NHS recognizes and emphasizes this need in its efforts to improve provision of healthcare services. For increased effectiveness at the NHS, there is need for a change in the style of leadership. There are different models of leadership in health care, which can apply in pediatric radiology departments, as shall be discussed below. A commission established by The King’s Fund investigated the future of management and leadership in the NHS and recommended some findings that if implemented, will contribute to a more effective organisation (NHS, 2013). One recommendation was the introduction of a new leadership style in the NHS (Hawkins, 2011). Currently, the NHS structure places more responsibility on a few individuals, contributing to ineffectiveness (Freeman, 2005). The countrywide debate on the Social Care and Health bill and the proposed reforms by the government reinforce the importance of effectiveness in management and leadership in NHS, especially in Radiology, with emphasis on children services (NHS, n.d.). ‘Transformational leadership’ involves inspiring and stimulating followers to achieve beyond their expectations or those of the customers (Jasper & Jumaa, 2005). A transformational leader pays attention to the developmental needs and concerns of their individual followers. In addition to that, transformational leaders change their followers’ awareness through offering them a new way of looking at old problems (Odumeru, 2013). Further, transformational leaders have the ability to excite their followers to work harder towards achieving the goals set for the team (Barr & Dowding, 2012). This leadership theory advocates for the creation of positive energy around which employees center their motivation (Rowling, 2011). The Francis Inquiry proposed the adoption of the right styles of leadership in health care. The report advised the adoption of flexible leadership styles, with leaders engaging their subordinates in decision-making and being directive when the situation calls for it. This style of leadership contributes to better cooperation between general managers and clinicians, aside from enhancing engagements with patients. The leader takes care of the followers’ interests and encourages them to put each other’s interests into consideration (Barker, Sullivan & Emery, 2006). Transformational leadership enhances morale, performance and motivation of followers through a number of mechanisms, which include being a role model to the followers and connecting to their sense of identity to the project (Willcocks, 2008). By being a role model and creating a connection between employees and their work, employees take greater responsibility for their duties (Hawkins, 2011). The leader has the role of understanding the weaknesses and strengths of each follower, which is essential in aligning followers with duties that serve to enhance their performance (Barker, Sullivan & Emery, 2006). The introduction of transformational leadership in the new pediatric radiology rooms would enhance service provision to both children and adults, because every employee would work towards providing exemplary services. Transformational leadership in the introduced radiology rooms would ensure members of the Radiology Department feel connected to their work, therefore putting measures in place that would promote improved patient-centered services. ‘Transactional leadership’, also called managerial leadership, places more focus on supervision, group performance and organization (Edmonton, 2009). In transactional leadership, the leader promotes conformity through both punishments and rewards (Jasper & Jumaa, 2005). Leaders who practice transactional leadership follow up on their followers’ activities to detect deviations and faults. This leadership style works best in instances where a particular project has to be done in a specific manner, as well as in emergency and crisis situations (Rowling, 2011). They place their focus on contingent positive reinforcement (contingent reward) or contingent negative reinforcement (contingent penalization). Leaders issue contingent rewards such as allowances and praise when the followers accomplish the organization’s set goals on time or ahead of schedule (Snell & Dickson, 2011). They also use rewards when there is a need to motivate subordinates to work harder throughout the life of the project for a timely and impressive completion (Odumeru, 2013). Using transactional leadership in the newly introduced pediatric radiology rooms would assist leaders in following up on the work done by their subordinates to ensure that their performance remains above par. Further, it would encourage radiology department staff to perform within the provisions of the hospitals’ and nursing associations’ codes of conduct, and effectively perform tasks such as proper record keeping. Rewards would serve to encourage staff at the new radiology rooms to remain dedicated to their work, therefore improving service provision. ‘The NHS leadership model’ advocates for the inclusion of all employees in management and leadership (NHS, 2013). The NHS has organized this model to encourage every staff member in a hospital to assess their potential for development in their career, regardless of their level of employment. This model emphasizes on the importance of personal service in the provision of health care (Barr & Dowding, 2012). The model operates on nine leadership dimensions namely leading with care, sharing the vision, connecting services, evaluating information, developing capability, engaging the team, influencing for results, holding to account and inspiring shared purpose (Edmonton, 2009). The NHS model would be the most effective leadership model for the new radiology rooms. When all staff members are involved at various levels of leadership and decision-making, they become more responsible for their patients. In addition, teamwork in radiology rooms ensures that all employees are aware of every patient’s requirements. This would ensure radiology patients receive proper service even in the absence of their assigned medical professionals. With the NHS model, individuals working in the new radiology rooms will have the chance of developing their careers, therefore becoming better at providing radiology services. These three leadership models all advocate for good performance of employees. In health care, the most effective model is the NHS model, which has features of both transformational and transactional leadership (Snell & Dickson, 2011). The NHS model is adequate since it encourages employees to perform well in emergencies while at the same time promoting employee development and motivation (Jasper & Jumaa, 2005). Further, the NHS model promotes inclusivity at all levels of management (NHS, n.d). Leadership is important since it determines the performance of any institution. The current push for a change in the NHS is with the view to improve health care services for all (Willcocks, 2008). Before, a few leaders at the NHS were responsible for most of the decision-making (Freeman, 2005). Implementing the NHS model would serve to involve lower level employees in management of the NHS, making the institution more effective and in touch with issues facing health workers and patients (Barker, Sullivan & Emery, 2006). Such implementation would see the NHS recommend similar leadership to healthcare institutions, and the new radiology rooms, by extension. The setting up of a PRR is important in ensuring faster service delivery and personalized patient care (O’Neill, 2013). The NHS should set up these rooms and equip them with staff and equipment that will ensure effectiveness. Further, the NHS needs to incorporate the NHS leadership model, which will promote employee development and effectiveness in serving the public (Edmonton, 2009). Bibliography Barr, J., & Dowding, L., 2012, Leadership in health care (2nd ed.). Los Angeles: SAGE. 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