Academic level – Undergraduate 3-4
Type of paper – Reflection paper
Topic Title – Theories of management
Discuss the different theories of management and how they apply to different clinical environments you have rotated through during the last 2-years in Nuclear Medicine department.
From your analysis evaluate and determine which one you think works best in the healthcare arena (give examples). Which type of management style would you like to work for? If you managed a department, what type of style would you have? Why?
Over the last two years, I have had the privilege of rotating through various clinical environments, including the Nuclear Medicine department. Throughout these experiences, I have encountered different theories of management that have been implemented in these clinical settings. Theories of management provide frameworks that guide the way organizations function and achieve their goals.
One prevalent theory is the Classical Management Theory, which combines scientific and administrative management. Scientific management aims to increase efficiency through methods like time and motion studies. In Nuclear Medicine, this theory can be observed in how streamlined tasks and procedures are standardized to ensure consistency and reduce errors (Delso et al., 2021). As an example, I have followed an established set of guidelines when preparing and administering radioactive materials to patients for their safety and consistent outcomes. Administrative management, on the other hand, focuses on solid and hierarchical organizational structure and coordination. This aspect is evident in how the Nuclear Medicine department has clear roles and responsibilities for different staff members. Hence, Classical Management Theory can be seen in the Nuclear Medicine department for ensuring patient and staff safety, as well as positive outcomes.
Another relevant theory is the Humanistic Management Theory, which prioritizes employee well-being and motivation. In healthcare, this approach implies creating a supportive work environment that values all staff members’ contributions and unique needs. Humanistic Management Theory can also improve employee satisfaction, retention, and performance and reduce stress and burnout. A study by Rider et al. (2018) showed that humanistic management practices can improve the quality of care and patient outcomes by creating a culture of compassion and collaboration among healthcare workers. In the Nuclear Medicine department, I saw examples of managers seeking feedback from technologists and nurses, leading to improved workflows and better patient care. For instance, regular team meetings were held to discuss challenges and propose collaborative solutions.
The Contingency Management Theory also has applicability in clinical settings. This theory suggests that the optimal management style depends on the specific situation and context rather than a one-size-fits-all approach. This theory can be applied to clinical environments like Nuclear Medicine, where different procedures and patient cases require adaptability. According to Guerrero et al. (2020), a contingency management approach involves assessing the leader-member relations, the task structure, and the leader’s position power. Based on these factors, a manager can adopt a task- or relationship-oriented style to suit the situation. Indeed, when patients’ conditions change, such as adverse reactions to radioactive tracers, a flexible management approach is crucial to address the unique emerging challenges.
Nevertheless, I believe The Transformational Leadership Theory is the most suitable for the Nuclear Medicine department, despite the strengths and limitations of other theories. The transformational theory emphasizes inspiring and motivating employees to achieve their full potential, fostering a culture of innovation and growth. In healthcare, where patient outcomes are paramount, this approach can improve patient care and staff satisfaction. Pearson (2020) revealed that transformational leadership can enhance the quality of care and patient outcomes by creating a culture of compassion and collaboration among healthcare workers. Transformational leaders can also increase staff retention and loyalty by providing followers recognition, support, and empowerment. A transformational leader in the Nuclear Medicine department could encourage technologists and nurses to continually seek advanced techniques and technologies to enhance imaging accuracy and patient comfort.
I would adopt a transformational leadership style if I were to manage a department in the healthcare field. This approach perfectly aligns with the values of patient-centered care, continuous improvement, and collaboration essential in healthcare settings. The team could stay at the forefront of medical advancements and provide the best possible care to our patients by inspiring my colleagues to learn and innovate constantly (Pearson, 2020). Besides, I would foster a culture of trust and respect among my team members, where they feel valued and empowered to achieve their personal and professional goals. I would recognize their contributions and provide them with constructive feedback and support to encourage their personal and professional development. Promoting the behaviors and attitudes I expect from them, such as integrity, accountability, and excellence, will help to establish a cooperative and shared environment. Finally, I would ensure open communication channels where team members feel comfortable sharing their opinions and concerns, contributing to a positive and productive work environment.
My experiences in various clinical environments, including the Nuclear Medicine department, have exposed me to different management theories and their applications. The transformational leadership theory is the most effective in healthcare due to its focus on inspiration, motivation, and collaboration. I prefer to work under a transformational leadership style as it aligns with my values and aspirations for professional growth. Furthermore, if I were to manage a department, I would adopt this style to cultivate a culture of continuous improvement and patient-centered care. Combining the principles of transformational leadership with the unique demands of healthcare can allow healthcare specialists to create environments that promote exceptional patient outcomes and the well-being of healthcare professionals.
Delso, G., Cirillo, D., Kaggie, J. D., Valencia, A., Metser, U., & Veit-Haibach, P. (2021). How to design AI-Driven clinical trials in nuclear medicine. Seminars in Nuclear Medicine, 51(2), 112–119. https://doi.org/10.1053/j.semnuclmed.2020.09.003
Guerrero, E. G., Frimpong, J. A., Kong, Y., Fenwick, K., & Aarons, G. A. (2020). Advancing theory on the multilevel role of leadership in the implementation of evidence-based health care practices. Health Care Management Review, 45(2), 151–161. https://doi.org/10.1097/hmr.0000000000000213
Pearson, M. (2020). Transformational leadership principles and tactics for the nurse executive to shift nursing culture. Journal of Nursing Administration, 50(3), 142–151. https://doi.org/10.1097/nna.0000000000000858
Rider, E. A., Gilligan, M. A., Osterberg, L., Litzelman, D. K., Plews-Ogan, M., Weil, A., Dunne, D., Hafler, J. P., May, N., Derse, A. R., Frankel, R. M., & Branch, W. T. (2018). Healthcare at the crossroads: The need to shape an organizational culture of humanistic teaching and practice. Journal of General Internal Medicine, 33(7), 1092–1099. https://doi.org/10.1007/s11606-018-4470-2