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1.
J Med Pract Manage ; 24(5): 279-85, 2009.
Article in English | MEDLINE | ID: mdl-19455863

ABSTRACT

The generally accepted meaning of "organization" is a group of individuals with common interests organized to accomplish common goals and objectives. Within the context of physician organizations, however, the actual meaning of "organization" is a group of diverse, independent, solo-practice-minded physicians devoted to individual self-interests and sustained personal autonomy. This article addresses the rarely discussed cause and consequence of physician contractual autonomy and tactics...to rein it in.


Subject(s)
Contracts/legislation & jurisprudence , Physicians/organization & administration , Practice Management, Medical/organization & administration , Private Practice/organization & administration , Professional Autonomy , Contracts/economics , Humans , Lawyers , Leadership , Physicians/legislation & jurisprudence , Practice Management, Medical/legislation & jurisprudence , Private Practice/legislation & jurisprudence , United States
2.
J Med Pract Manage ; 24(4): 206-12, 2009.
Article in English | MEDLINE | ID: mdl-19288641

ABSTRACT

In the face of mounting uncertainty in the healthcare marketplace, including the strong likelihood of substantial healthcare reform looming on the horizon, one fact remains certain ... the time for physician organizations to correct negotiation deficiencies is now. Factually identifying and correcting negotiating deficiencies is the first step in achieving parity in negotiating with hospitals. This article exposes sensitive, rarely addressed deficiencies; uncovers strengths; and presents a strategy to achieve parity.


Subject(s)
Contracts/economics , Hospital-Physician Relations , Negotiating , Contracts/legislation & jurisprudence , Humans , Practice Management, Medical/economics , Practice Management, Medical/legislation & jurisprudence , United States
3.
J Med Pract Manage ; 24(2): 111-5, 2008.
Article in English | MEDLINE | ID: mdl-19174972

ABSTRACT

Whatever real or perceived margin for error without consequence in associate physician selection there has been in the past is now one. Reasons include the indisputable fact that competition for first- and second-tier associates continues to escalate with no end in sight. It is, therefore, a rational conclusion that the options for practices that do not become organized to get associate selection right the first time will be limited and could include arrival at a destination not envisioned. This article addresses practice dynamics that trigger adverse associate selection and presents creative selection tactics--to get it right the first time.


Subject(s)
Personnel Selection/methods , Physicians , Practice Management, Medical , Social Perception , Competitive Behavior , Humans
4.
J Med Pract Manage ; 24(3): 178-85, 2008.
Article in English | MEDLINE | ID: mdl-19146091

ABSTRACT

Clinical Integration provides the means for independent physicians to become the major force in reshaping the health care delivery system, and by default... the means for hospitals and payors to eventually eviscerate what remains of physician independence. This article exposes Clinical Integration reality, high-impact mistakes, opportunities, options, and strategies to reposition independent physicians to take charge of their own future.


Subject(s)
Delivery of Health Care/trends , Health Care Reform/trends , Government Agencies , Hospitals , Humans , Independent Practice Associations , Insurance, Health , Insurance, Health, Reimbursement , Physician Incentive Plans
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