ABSTRACT
Physicians often fail to embrace a complex information system, may not see its relevance to their practices, and are characteristically reluctant to invest the time and energy to be trained in its use. Why is widespread physician buy-in so difficult to achieve? From physicians overwhelmed with change to failing to begin with an adequate physician base of support, this article explores some of the reasons that physicians demonstrate little buy-in to this process and offers suggestions to help create a more successful implementation. Ways to build acceptance include acknowledging the importance of physicians as customers and training them early and often.
Subject(s)
Attitude to Computers , Management Information Systems , Physicians/psychology , Practice Management, Medical , Computer User Training , Creativity , Diffusion of Innovation , Humans , Organizational Innovation , Patient Satisfaction , Pilot Projects , Time Management , Total Quality Management , User-Computer InterfaceABSTRACT
Marketing means more than just communicating or advertising to potential patients; marketing means identifying your customers and working to meet or exceed their expectations. There are five key areas of a marketing plan: (1) Establish the foundation, beginning with your mission statement; (2) Assess your marketing environment by internal and external research; (3) Target your efforts, looking at image and perception; (4) Develop your particular mix of product, price, place of distribution, and promotion; and (5) implement and evaluate your marketing process. This article discusses the importance of a marketing plan for the medical specialist and highlights the features unique to a practice working in a system of capitated reimbursement. Applying these principles will help to demonstrate added value, protect the fundamental role of the patient-physician relationship, ensure that our efforts are aligned with professional missions and goals, and ultimately increase profitability and professional success.
Subject(s)
Economics, Medical , Managed Care Programs/organization & administration , Marketing of Health Services/methods , Specialization , Capitation Fee , Costs and Cost Analysis , Managed Care Programs/economics , Marketing of Health Services/economics , Organizational Objectives , Product Line Management/economics , Product Line Management/organization & administration , Professional Practice Location , Program Evaluation , United StatesABSTRACT
With the recent changes in the delivery of medical care in the United States, physicians are being thrust into new and unsettling roles. Many are finding themselves for the first time in the role of the follower, subject to myriad types of leadership. Leaders frequently complain that leading physicians is like "herding cats." What are the characteristics of followers? Do physicians make good followers? This article examines the role of the "cats"--what is effective followership, why physicians may fall short in followership skills, and how physicians might become better "followers."
Subject(s)
Leadership , Physician Executives/psychology , Decision Making, Organizational , Delivery of Health Care, Integrated , Humans , Interprofessional Relations , Models, Organizational , Organizational Culture , Organizational Objectives , Physician Executives/standards , Physician's Role , Professional Competence , United StatesABSTRACT
Dramatic changes are occurring at a rapid pace throughout the United States in virtually all aspects of health care delivery. Physicians, hospitals, consumer groups, and others are thus facing new and greater uncertainties and are forced to adapt to a continually shifting environment. Fundamental change of this magnitude has and will continue to result in the formation of new alliances and organizations within which physicians and others will be forced to function. To participate effectively in these processes of change and to maintain influence within these new organizations, physicians will need leadership and management skills. To address the challenges facing current physician leaders and the need to develop more effective leaders, Sharp HealthCare developed its Physician Executive Leadership Program. This article describes the program and summarizes some of the lessons learned regarding the training of physician executives and leaders in today's changing health care environment.
Subject(s)
Leadership , Physician Executives/education , Staff Development/methods , California , Curriculum , Education, Continuing/methods , Hospitals, Voluntary/organization & administration , Organizational Innovation , Program Development/methodsABSTRACT
The safety of transporting acutely ill cardiac patients for cardiac catheterization has not been established. We describe 755 consecutive patients sent by ambulance from community hospitals to a tertiary center during an 18-month period. Eighty-seven percent of the patients were class III or IV New York Heart Association classification for angina. At catheterization, left ventricular dysfunction (ejection fraction less than 55%) was present in 40%. Forty-three percent of patients required urgent intervention (coronary artery bypass surgery or percutaneous transluminal coronary angioplasty). The patients were transported by paramedic ambulance up to 99 km (less than or equal to 62 miles) without a physician in attendance. No complications occurred in patients transferred within our guidelines. We believe that seriously ill cardiac patients can be transferred safely for definitive care. A single tertiary center providing immediate access to catheterization and surgical facilities can service a large population and many community hospitals.
