Biomedical subjects
Publications and source records attributed to L C Brush.
Career advancement options available to the aspiring biomedical technician, clinical engineer or supervisor are described. "Paths" to professional development include: obtaining additional education, getting certified, joining professional associations, finding a mentor, on-the-job training and improving working style. Suggestions are offered on how to start this process in one's own career.
The BMET or CE Supervisor is a technical manager who is close to the actual work of a biomedical or clinical engineering department. The MPTI is a management training tool that has identified differences between the effective and less-effective technical managers. These behaviors or styles can be considered and applied to the clinical engineering and BMET work environments. Effective BMET or CE Supervisors have a management identity. They are both people-oriented and task-oriented. They are good problem-solvers, and will plan and structure the work tasks and environment. When the situation requires a change in plans, however, they can adapt to the new situation easily. If a decision needs to be made that affects the organization, they will check with higher management or peer managers. Less-effective BMET or CE Supervisors will make important decisions alone, without checking with others. They plan and structure tasks and the work environment, but they are less willing to change when faced with a new situation. They are not people-oriented, and their ability to assess social situations is low. Their need for achievement recognition is often too high. The work environment has an effect on how the competence of a manager is perceived. A "one-desk manager" in a small, one-person biomedical engineering department has more autonomy than a CE Supervisor in a large department. Working for a medical device manufacturing firm often requires a greater management identity. An engineering consultant is often a managing specialist, rather than a traditional manager.(ABSTRACT TRUNCATED AT 250 WORDS)
Creating an effective clinical engineering team is critical to: coordinating the functions of a multi-staffed CE department; working on a peer level with other departments of the hospital; and presenting a professional image within the hospital. This feature article defines the characteristics of an effective team, presents ways to create a CE team, and discusses the payoffs of a team approach.
This article has described the process and the resources available for locating and hiring clinical/biomedical engineers, supervisors, managers, and biomedical equipment technicians. First, the employer must determine the qualifications for the position, including job titles, descriptions, pay scales, and certification requirements. Next, the employer must find qualified applicants. The most common way to do this is to use "outside" contacts, such as help-wanted advertising, specialized job placement agencies, schools and colleges, military resources, regional biomedical societies, and nationwide societies. An "inside" search involves limited internal advertising of the position and using personal referrals for candidates. Finally, the employer must screen the applicants. The position description is the obvious first step in this process, but there are other pre-screening techniques, such as employment testing. Interviewing is the most common way to hire for job positions, but the interviewer needs to know about the position and ask the right questions. Post-interview screening is a final step to help determine the best job-person match.
This feature article provides an overview of Biomedical Equipment Technician (BMET) careers. Job descriptions and career paths are given for BMET Is, IIs, IIIs, Equipment Specialists and Supervisors, including actual examples of career paths taken by BMETs "in the field." The usual educational requirements for each career are discussed, as well as internship programs such as the one at University Hospital in Stony Brook, New York. The Wentworth Center for Clinical Engineering (Boston) is given as an example of a collaborative BMET educational venture involving hospitals, industry, and students. BMET certification is discussed as a professional option. Finally, BMET careers in industry, shared services and government are described.
This article presents the results of a survey designed to assess current Biomedical/Clinical Engineering attitudes. Issues discussed include separating biomedical/clinical services from engineering/maintenance services; certification; factors affecting salary levels; and whether technicians should use the "engineer" title. The opinions presented are meant to stimulate discussion among individual BMETs and CEs, and within clinical engineering departments.
The Journal of Clinical Engineering conducted its tenth annual survey of the salaries paid to biomedical/clinical engineering and technology personnel in U.S. hospitals. This paper reports the salary and work responsibility data obtained from 1,091 professionals in relationship to: Certification; Region of the U.S.; Teaching versus Nonteaching Facilities; Years of Experience; Education; Union Membership; and Gender. Data are included on Wage Increases and Job Responsibilities. Data are as of 12/31/94 and are compared to 12/31/93. The average BMET I has 3.2 years of experience and earns $25,460 +/- $6,600 (std. dev.). The average BMET II has 7.4 years of experience and earns $31,745 +/- $8,500. The average BMET III has 13.3 years of experience and earns $39,383 +/- $7,600. The average BMET Specialist has 13.3 years of experience and earns $43,090 /+- $1,700. The average BMET Supervisor has 14.7 years of experience and earns $42,930 /+- $7,600. The average Clinical Engineer has 10 years of experience and earns $43,169 /+- $11,100. CE Supervisors have an average 13.1 years of experience and an average salary of $47,776 /+- $11,300. The overall group or department Director or Manager has 15.5 years of experience and earns $51,982 /+- $14,000 on average.