Bournemouth, United Kingdom

Medical Imaging with Management

Master's
Language: EnglishStudies in English
Subject area: medicine, health care
Qualification: MSc
Kind of studies: full-time studies
Master of Science (MSc)
University website: www.bournemouth.ac.uk
Imaging
Imaging is the representation or reproduction of an object's form; especially a visual representation (i.e., the formation of an image).
Management
Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to those people who manage an organization.
Medical Imaging
Medical imaging is the technique and process of creating visual representations of the interior of a body for clinical analysis and medical intervention, as well as visual representation of the function of some organs or tissues (physiology). Medical imaging seeks to reveal internal structures hidden by the skin and bones, as well as to diagnose and treat disease. Medical imaging also establishes a database of normal anatomy and physiology to make it possible to identify abnormalities. Although imaging of removed organs and tissues can be performed for medical reasons, such procedures are usually considered part of pathology instead of medical imaging.
Management
Management of many is the same as management of few. It is a matter of organization.
Sun Tzu (c. 6th century BC) The Art of War
Management
The worker is not the problem. The problem is at the top! Management!
W. Edwards Deming (1993, p. 54) cited in: Melanie M. Minarik (2008) Building Knowledge Through Sensemaking. p. 13
Management
It is better to first get the right people on the bus, the wrong people off the bus, and the right people in the right seats, and then figure out where to drive.
Jim C. Collins (2001). Good to Great: Why Some Companies Make the Leap...and Others Don't p. 41.
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