Physician executive
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The career path leading toward being a physician executive is similar for men and women, but there are some issues that have unique elements for women. Thus, any person interested in developing a medical management career can follow the advice in the following pages, but it is especially useful for women or for those who are coaching women in career development and management.
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Physician executive · Sep 1991
ReviewPatient dynamics, staff burnout, and consultation-liaison psychiatry.
This paper discusses the valuable role of the consultation-liaison psychiatrist in reducing hospital staff burnout, particularly in working with difficult patients admitted to nonpsychiatric services. Direct patient consultation is a reimbursable service. However, staff-oriented consultation, while not reimbursed by most third-party payers, can be an invaluable means of improving staff-patient relations, reducing liability risk, and alleviating staff stress. The consultation-liaison psychiatrist can be an important element in a hospitalwide, ongoing, comprehensive program to reduce burnout and thereby optimize staff retention and staff effectiveness.
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To change from punitive and legalistic QA to positive and productive CQI, both attitudes and methods must change. This is a difficult challenge, but potential rewards for both the organization and its individual members suggest that the effort is worthwhile and deserves high priority. Members of the executive/management team will likely turn to physician executives for guidance on how to proceed.
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One of the first and often the most difficult tasks for job seekers is increasing their networks--the number of people they know. A large percentage of people get jobs because people knew them and thought they would be good at it. People must know who you are and what you do in order to recommend you for a job. Networking should be an ongoing process, so that when you need a new position, you have people you already know that you can contact.
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The outcome of care has traditionally been defined as a "change in the patient's current and future health status that can be attributed to antecedent health care." However, this definition provides a "unidimensional view of quality." It fails to take into account the customer's attributes and the many small steps or process variances that can contribute to an unexpected outcome. This failure can be especially pronounced in the emergency department.