| 청구기호 |
R898 .C375 2020eb |
| 형태사항 |
1 online resource (various pagings) : illustrations (some color).
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| 총서명 |
IOP ebooks. [2020 collection]
IPEM-IOP series in physics and engineering in medicine and biology
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| 언어 |
English |
| 일반주기 |
"A EUTEMPE network book."
"Version: 20200301"--Title page verso.
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| 서지주기 |
Includes bibliographical references.
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| 내용 |
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 leader
2. 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 planning
3. 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 practices
4. 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 skills
5. 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 boards
6. 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 professions
7. 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 development
8. 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 tasks
9. 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 advice
10. 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.
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| 주제 |
Medical physics --Vocational guideance.
Leadership.
Physics.
Vocational Guidance.
Leadership.
Medical physics. --bicssc
SCIENCE / Applied Sciences. --bisacsh
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| 보유판 및 특별호 저록 |
Print version: 9780750313964 9780750319669
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| ISBN |
9780750313957, 9780750313971, 9780750313964, 9780750319669 |
| 기타 표준번호 |
10.1088/978-0-7503-1395-7 |
| QR CODE |
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