Health care management review
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Health Care Manage Rev · Jan 1992
The urgency of care need and patient satisfaction at a hospital emergency department.
Satisfaction with the treatment and service at a hospital emergency department (ED) in a Swedish suburban area was generally high according to a questionnaire carried out among 758 patients with a 75 percent response rate. Satisfaction with the ED, however, was significantly lower among patients who were triaged nonurgent than among the immediate and urgent triage patients. This was especially true for younger patients.
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Health Care Manage Rev · Jan 1992
Executive leadership, community action, and the habits of health care politics.
Health care executives must lead the way to the comeback of "voluntarism" in their field. This will require having four key political habits: (1) acting out of a sense of civic responsibility, (2) avoiding the dangers of faction and "magic bullets", (3) building alliances by a process of conferring with other relevant leaders and groups, and (4) participating in community activism, i.e., acting on, not reacting to, local problems and pressures.
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Health Care Manage Rev · Jan 1991
Analyzing the health care environment: "You can't hit what you can't see".
The health care environment of the 1990s promises to be every bit as dynamic and complex as the environment of the 1980s. Health care managers must identify emerging issues and incorporate these issues into the strategic management process. This article discusses a five-step process for analyzing the changing environment facing health care organizations.
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The article describes a case in which dysfunctional teamwork was threatening patient care on medical units. Various team-building techniques were used by trained facilitators. Survey results showed that the interventions resulted in improved communication, morale, and working relationships.
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A medical director has enormous influence on medical cost and quality in managed care organizations. Little empirical work has been done on the attributes of an effective HMO medical director. ⋯ The factors that emerged as significant were communication and interpersonal skills, clinical credibility, ego strength, concern about quality, motivation, data orientation, and leadership qualities, along with organizational/systemic variables. Implications for hiring and physician education are drawn.