Radiographers perceptions of magnetic resonance imaging: a study of the causes that lead to the exams repetition

Purpose: To know how often occur the repetitions of MRI exams and sequences in radiology departments. Methods and Materials: A self applied-questionnaire was used as instrument and assigned to 57 radiographers who performed MRI exams to determine which were the causes that lead to the repetition. The questionnaires were interpreted and statistically analyzed through descriptive statistics and Spearman’s rho correlations. Results: At a 95% confidence interval, the major results suggest that the patient’s movement during de MRI exams is the main cause to repeat this exams (mean of 3.88 on a 5 points likert scale). However, there are causes related to the radiographer’s and the results showed that the introduction of wrong imaging parameters by the performer are a major cause too (N=26). Spearman rho correlations between radiographer’s time of experience and frequency of MRI exams repetitions were poor and not significant (r=0.141; p=0.297). The correlations between radiographer’s tiredness and frequency of MRI exams repetitions were negative, weak and not significant (r= -0.151; p=0.263). Conclusion: The patients’ movement may disrupt the examination or degrade the images with artifacts. The level of experience doesn’t influence the repetitions of MRI exams, it seems that seniors radiographers don’t have improvements in performance as it should be expected. It’s recommendable to do training courses regularly to improve the performance and systematically evaluate. Several features will need to be identified which would decrease the MRI exams repetitions.

The Rathbone Hotel: internship

The main objective of the internship is to complete the requirement of the Master program as prescribed by the University of the Algarve. An intern has to prepare an internship report at the end of the internship period but the main objective of the internship is to get experience of the real world organisation. The internship was concluded with the objective of getting practical knowledge in all departments at The Rathbone Hotel. The first responsibility I was assigned during these 12 months of internship period was to assist the Housekeeping Department. Secondly, I was allotted the work of F&B, Accounts, Reservations, Front Office, Back Office and assisting the Assistant Manager was the last task I was assigned during my Internship program. As an intern, I realised that I was successful to gather a lot of significant learning experiences which would be helpful in my future career. Work in all departments of The Rathbone Hotel offered me ample space and opportunities, not only to learn but also to exhibit my skills as a Rathbone team member. I could use my theoretical knowledge in real practice while participating in many discussions. I was actively involved in the revenue meetings where I shared my knowledge and views regarding the performance in Reservations of The Rathbone Hotel. I successfully completed all the assigned duties and passed them over to the supervisor at the end of the internship. I thoroughly enjoyed the challenges that came along every single day. These lessons that I have learned will be a valuable one for my future activities as well.

Using creative problem solving (CPS) to improve leadership in a non-profit organization

The purpose of this study was to evaluate the effectiveness of the Creative Problem Solving (CPS) method in improving the leadership process in a non-profit organization. The research was designed around an intervention and structured in three stages (pre-consult, intervention and follow-up), with a team designated by management, in order to bring leadership cohesion to both departments of the organization and also between the board and executive management. The results, expressed in the tasks performed and in the interviews to team members, allowed us to conclude on the effectiveness of the CPS method to improve organizational leadership, by establishing a stronger relationship between departments, as well as, in the long term, between the board and executive management. These results highlight possible solutions to improve the leadership of non-profit organizations.