Job Description: Operations Manager in Echocardiography Lab

business line Description operations Manager in Echocardiography LabBased on the week 1 final project paper, the dapple for this assignment is the Operations Manager for the Echocardiography Lab.Job ex smudges identify the key tasks, duties, and responsibilities of a position. They detail what, why, where, and how responsibilities argon done (Flynn, Mathis, Jackson, Langan, 2006, p. 102). The general summary in spite of appearance a trading description is a brief statement of general responsibilities and components that make the position uncommon from others. The essential functions section of a description is a set of critical statements specifying major tasks, duties, and responsibilities performed. The job limitedations portion of the job description details specific qualifications needed to perform the job acceptably. This would include details such as required skills, education, experience, and physical requirements of the division (Flynn, Mathis, Jackson, Langan, 20 06, p. 102).Standard and complete job descriptions heap drive performance standards and competencies. They give a platform to demonstrate what the position accomplishes and how performance is measured in relation to key areas of the job description. In fact, JCAHO standards require healthcare geological formations to combine the job description with performance and efficiency assessment (Flynn, Mathis, Jackson, Langan, 2006, p. 103). If employees are familiar with the expectations, performance measurement, and required competencies, at that place is a far greater opportunity for satisfactory performance.The job description should be tailored to the specific need a position satisfies. The tasks to be performed and the upshot expected are pivotal. Critical competencies should include those that are integral for the job. They should glitter the ability to produce specific or minimum outcomes in a safe, timely manner (Patton, 2013, p 143). This ensures that every employee in the same role has a standard description and identical expectations. Each employee fundament accordingly be gauged against those requirements.Position OverviewThis role is responsible for coordinating the operations of confederative health lag in the outpatient, inpatient setting for the echocardiography lab within the Division of Cardiology. The employee will manage the department in alignment institutional and division missions, visions, and objectives. This someone will serves as a key section of the leadership police squad with a primary coil focus on training and implementation of policies and systems. In addition, the position will require facilitates project solicitude while leading a multidisciplinary team including financial analysis, problem solving, and team collaboration. This team member will regulate staffing in accordance with displace dallyload.The position requires project commission in subscribe to of institutional and divisional projects, staff recruitmen t, policy implementation, and serves as a primary resource for issues and communications. This person will performs duties independently and initiate sound appreciation in intervention a variety of counseling issues.Organizational RelationshipsThe hierarchy of this position is evenhandedly straight forward. The operations manager reports to the Cardiology Medical get offor and an Operations Administrator. Thus, there is physician and administrative oversight. Ultimately, the position would be directly responsible for some(prenominal) supervisors, including the managers of the outreach practice, education and quality, the program chair of the echocardiography school, the lab, and the administration office for the department. The position fall within the Cardiology Department, which is part of the Department of Medicine of the fundamental law. Ultimately, Jeffrey Bolton, the Chief Administrative ships officer and Dr. John Noseworthy, the President and CEO of Mayo Clinic are a t the reach of the organizational structure (Mayo Foundation for Medical Education and Research, 2013). Candidates will be required to work cooperatively with department/division leadership and multidisciplinary teams, supervisors, administrators, physicians, and strength both within and outdoor(a) the organization. There is a number of staff that would directly report to this manager, including sonographers, nurses, administrative personnel, and various supervisors.Educational RequirementsThe preferred educational background for this position is a Masters degree in telephone line or Healthcare field and two years healthcare management experience.Required SkillsCandidates should permit strong leadership, team building, and problem-solving skills as well as demonstrated ability to work collaboratively with multiple disciplines. The candidate mustiness have excellent communication, organizational and human relation skills. This position requires excellent decision-making and jud gment capabilities. Candidates must have broad based knowledge of office support and computer systems along with software knowledge and installation. In addition, the candidate must have business acumen with experience with accounting practices for budgetary responsibilities.This job is unique based on the limited number of comparable to(predicate) echocardiography labs in the area and even the nation. There are certainly other management positions both within and outside the organization, but very few would provide the ability to manage such a world-class department. In addition, this position would provide a solid networking opportunity. The manager would have the opportunity to work alongside physicians and administrators, gain professional experience, and showcase skills. This position may be a on-the-job interview for future positions in the leadership hierarchy.The railway line text indicates that effective compensation programs should focus on four primary objectives, inclu ding legal compliance, cost effectiveness for the organization, equity for staff, and performance deepenment for the organization (Flynn et al., 2006). There are two components of any compensation package, direct and indirect. Direct compensation is essentially the pay for work achieved. Indirect compensation entails compensating employees with a tangible value without receiving monetary gain. Examples of indirect compensation are benefits such as health insurance, vacation pay, or retirement pension, which are provided to employees no matter of performance (Flynn et al., 2006). There must be a balance amongst compensation and cost that ensures competitiveness and rewards employees for experience, knowledge, skills, and performance. The organization should provide a comprehensive compensation package in order to recruit, retain, and reward performance.According to Hariharan (2014), a well-planned approach to recruitment will improve a healthcare organizations leverage in recruit ing the most talented individuals. Treating those employees with respect for the succession of their tenure will ensure retention. By recognizing what is important to a electromotive force employee and offering competitive compensation and personal development opportunities, the organization can attract the best candidates and use the newfound intellectual capital to enhance organizational performance.Based on benchmarking similar positions within the organization and comparable academic institutions, the compensation package should be at the 50th centile of the market. The salary range would be dependent on education, experience, and internal tenure. perceptiveness for the position should be provided internally before the position is posted outside the organization.ReferencesFlynn, W., Mathis, R. L, Jackson, J. H., Langan, P. L. (2006). HealthcareHuman Resource Management VitalSouce bookshelf version Retrieved fromhttp//digitalbookshelf.southuniversity.edu/books/9781133614395/ id/ch03Hariharan, Selena,M.D., M.H.S.A. (2014). Physician recruitment and retention A physicians perspective.Physician Executive,40(2), 44-6, 48. Retrieved from http//search.proquest.com/docview/1518114883?accountid=87314Patton, M. T. (2013). Avoiding unwashed Job Description Mistakes.AMT Events,30(3), 142-144.