Physician executive
-
Very few metropolitan areas have experienced nurses' strikes. Even fewer have contended with a second potential strike and aveted it. ⋯ An agreement was reached less than 48 hours before the strike vote. This article analyzes the changes that occurred between the two strikes.
-
Medicare's prospective pricing system has fostered much cost-consciousness in hospitals regarding inpatient activities. But hospital managers must also examine other activities in search of opportunities to decrease expenses. Managers can minimize the large loss potential in emergency departments by developing detailed protocols and ensuring their consistent application through well-trained employees. This is particularly true for emergency departments having especially acute loss potential because of the volume of care provided to indigents.
-
When the American Board of Medical Management was founded by the American College of Physician Executives on January 1, 1989, it was understood that the process for formal recognition of medical management as a specialty of medicine would be rigorous. Understandably, particularly at a time when the medical profession and the health care delivery system are under increasing scrutiny by all third-party payers, the decision to expand medical specialization is made with great caution. ⋯ In an interview with Frank A. Riddick Jr., MD, FACPE, Chairman of the Board of Directors of ABMM, Physician Executive learned more about the specific goals of ABMM and about the degree to which those goals have been achieved.
-
The use of locum tenens physicians (physicians who work temporary assignments) began decades ago when primary care physicians arranged coverage for their private practices while on vacation. Today, the placement of locum tenens physicians has evolved into a national business. The reason for the increase in the use of locum tenens physicians is because of the benefits they can offer. They can prevent a hospital, HMO, clinic, or physician practice from losing market share due to a gap in medical coverage.
-
Bonding of the medical staff to the hospital requires a structured leadership effort on the part of all interested groups. The participants should consist of members of the medical staff, the senior administration, and the board of trustees. The pathways to the bonding process require considerable thought, much planning, frank discussion, and, in many cases, a good deal of time to achieve success.