Leadership and challenges in medical physics :a strategic and robust approach /

---

"A EUTEMPE network book.""Version: 20200301"--Title page verso.Includes bibliographical references.1. What is strategic and robust leadership, and why is it critical for Medical Physics in the present environment? -- 1.1. Leadership versus management : there is a difference! -- 1.2. Improving patient services by leading medical physics groups and teams -- 1.3. What type of Medical Physics group or team are you or would you be leading? -- 1.4. Leaders lead people -- 1.5. Leadership does not happen in a vacuum but in specific environments -- 1.6. Collective leadership of medical physics associations by boards -- 1.7. Some basic definitions : mission, vision, strategic plan -- 1.8. Definition of strategic leadership -- 1.9. Definition of robust leadership -- 1.10. Strategic and robust leadership has become critical for medical physics today -- 1.11. Galilean versus Darwinian world views -- 1.12. Austerity economics and immoderate commoditization -- 1.13. Analytical, creative, practical and emotional intelligences : why you need all to succeed as a strategic and robust leader -- 1.14. How can one prepare oneself for leadership roles? -- 1.15. Leadership is a personal journey -- 1.16. Good leaders prepare future leaders -- 1.17. An essential fundamental to-do list for the strategic and robust leader2. A strategic planning primer for medical physics leaders -- 2.1. What is strategic planning?--in a single sentence please! -- 2.2. What is the difference between strategic planning, operational planning and project planning? -- 2.3. Steps in developing a strategic plan -- 2.4. Decide on the values which would guide the strategic planning exercise -- 2.5. Develop a strategic mission statement for the group (or update the current one) -- 2.6. Develop a desired future vision for the group keeping the mission in mind -- 2.7. Carry out a gap analysis -- 2.8. Carry out a SWOT situational analysis for the group with respect to the desired vision -- 2.9. Identify and prioritize a set of strategic objectives for closing the gaps, hence approaching the desired vision -- 2.10. Develop a detailed strategic action plan to achieve each of the strategic objectives -- 2.11. Implement the plan -- 2.12. Evaluate and control the plan -- 2.13. Iterate -- 2.14. A SWOT compendium resource for medical physics strategic planning3. Internal strengths of medical physics -- 3.1. Strengths, core competences and grasping opportunities -- 3.2. Core competence : deep techno-scientific expertise regarding medical devices and their clinical use -- 3.3. Core competence : wide-ranging expertise concerning the protection of patients, workers and the general public from ionizing radiation and other physical agents in healthcare -- 3.4. Core competence : strong analytical, problem-solving and trouble-shooting skills -- 3.5. Core competence : strong mathematical, statistical and data analysis skills -- 3.6. Solid legal foundations for the profession -- 3.7. Strong scientific research skills and highly qualified academics -- 3.8. Strong information and communication technology (ICT) skills -- 3.9. High level qualification and curriculum frameworks and ethical standards -- 3.10. High level service standards and practices4. Internal weaknesses of medical physics -- 4.1. Weaknesses and critical weaknesses -- 4.2. Critical weakness : absence of a universally acknowledged easily-marketable mission statement for the profession -- 4.3. Critical weakness : narrow range of specializations -- 4.4. Critical weakness : insufficient strategic and robust leadership skills -- 4.5. Critical weakness : low marketing skills leading to too low profile of the profession within and outside healthcare -- 4.6. Critical weakness : insufficient regional/international networking -- 4.7. Critical weakness : low level of preparation for the realities of healthcare organizational politics -- 4.8. Insufficient number of independent departments -- 4.9. Non-harmonised scope of practice for the profession -- 4.10. A reluctance by some medical physicists to be part of the wider healthcare picture -- 4.11. Insufficient communication and pedagogical skills -- 4.12. Low level of research on professional and educational issues--low qualitative research methodology skills5. External environmental opportunities for medical physics -- 5.1. The importance of grasping opportunities -- 5.2. Key opportunity : ever increasing number and sophistication of hospital medical devices -- 5.3. Key opportunity : increased public awareness of the need for the establishment and maintenance of quality and patient safety standards in healthcare -- 5.4. Key opportunity : heightened public awareness regarding occupational safety and environmental issues -- 5.5. Key opportunity : ever expanding and developing legislation -- 5.6. Key opportunity : escalating cost of healthcare, the need for efficient use of medical devices and heath technology assessment -- 5.7. Key opportunity : the rapid expansion in the number of home-use, self-testing and wearable devices -- 5.8. Key opportunity : need for technically oriented people on modern hospital governance boards6. External environmental threats for medical physics -- 6.1. Threats are for elimination -- 6.2. Existential threat : low number of physics and engineering graduates -- 6.3. Existential threat : austerity economics and unrestrained commoditization -- 6.4. Existential threat : role poaching from other professions7. Healthy leadership and leadership styles -- 7.1. To be effective and motivational leadership needs to be people-oriented -- 7.2. What do we mean by 'healthy leadership'? -- 7.3. Characteristics of people-oriented leadership -- 7.4. What is leadership style? -- 7.5. A compendium of leadership styles -- 7.6. Use of the various leadership styles in the various stages of project team development8. Organizational psychology (also known as occupational psychology) -- 8.1. What is organizational psychology? -- 8.2. Principles of organization psychology -- 8.3. Organizational psychology can help the medical physics leader in many tasks9. Organizational politics--learning to play the political game -- 9.1. What is meant by organizational politics? -- 9.2. Medical physicists and the political game -- 9.3. The game board terrain -- 9.4. The chess pieces--the political players -- 9.5. The rules of the game -- 9.6. Surviving and winning at political gaming -- 9.7. Final words of advice10. Negotiating skills for the medical physics leader -- 10.1. Negotiation, mediation and arbitration -- 10.2. The two types of negotiation -- 10.3. Productive negotiation -- 10.4. Preparing for the negotiation -- 10.5. Types of negotiator : which type of negotiator are you--and which your opponent? -- 10.6. Negotiating tactics.Leadership and Challenges in Medical Physics: A Strategic and Robust Approach aims to present aspiring future Medical Physics leaders with effective, strategic and robust leadership skills in a world dominated by austerity economics, inter-professional competition and sometimes unchecked commoditization. Chapters are dedicated to healthy leadership and leadership styles, organizational politics, organizational psychology and negotiating skills. A compendium of SWOT themes provides leaders with a ready resource of possible ideas to trigger initial SWOT brainstorming and discussions when developing strategic plans with their own group or team. In addition, the script is peppered with reflection/discussion points or case studies to promote a systematic and well-thought out approach to strategic planning. The author, originator and leader of the EFOMP-EUTEMPE module MPE01 on leadership in Medical physics, promotes a can-do approach, and considers that his medical physics colleagues can make excellent leaders: 'We are a highly intelligent group, we have excelled as clinical scientists--I am very confident that we can excel in leadership too provided we give it the attention it deserves'. Part of IPEM-IOP Series in Physics and Engineering in Medicine and Biology.Young people aspiring to leadership positions in Medical Physics.Also available in print.Mode of access: World Wide Web.System requirements: Adobe Acrobat Reader, EPUB reader, or Kindle reader.Professor Carmel J Caruana is Head of the Department of Medical Physics at the University of Malta. He was the lead author of the E&T and Role definition chapters of the 'European Guidelines on the Medical Physics Expert' and created the EUTEMPE-RX module 'Leadership in Medical Physics: Development of the profession and the challenges for the MPE', which he also leads. Carmel was previously the Chair of the Education and Training Committee of the European Federation of Organisations for Medical Physics (EFOMP).Title from PDF title page (viewed on April 6, 2020).

---

Availability

No copy data

Detail Information

Series Title

-

Call Number

-

Publisher

: .,

Collation

1 online resource (various pagings) :illustrations (some color).

Language

English

ISBN/ISSN

9780750313957

Classification

616.07572

Content Type

-

Media Type

-

Carrier Type

-

Edition

-

Subject(s)

Medical physics.
Physics.
Medical physics
Leadership.
Vocational Guidance.
SCIENCE / Applied Sciences.

Specific Detail Info

-

Statement of Responsibility

Carmel J. Caruana.

Other version/related

File Attachment

Comments

---

You must be logged in to post a comment