ABSTRACT
Indicators are essential for survival of organizations and are absolutely necessary for eective management of change. Clinical engineering departments are not exceptions to this rule. In the past, most clinical engineering departments were task driven and their existence was justied by the tasks performed. Perhaps the most signicant change occurring in clinical engineering practice today is the philosophical shi to a more business-oriented, cost-justied, bottom-line-focused approach than has been generally the case in the past.
