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

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 commoditiza...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Caruana, Carmel J. (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Bristol [England] (Temple Circus, Temple Way, Bristol BS1 6HG, UK) : IOP Publishing, [2020]
Colección:IOP ebooks. 2020 collection.
IPEM-IOP series in physics and engineering in medicine and biology.
Temas:
Medical physics > Vocational guideance.
Leadership.
Physics.
Vocational Guidance.
Medical physics.
SCIENCE / Applied Sciences.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • 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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