The physician strategies under payment reform affect hospital pharmacies.
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Biomedical subjects
Publications and source records attributed to C N Wilson.
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This is the authors' third study of CEO turnover rates, the second to appear in Hospital Topics, and the most comprehensive study done so far. What is especially interesting for U.S. hospitals is that the 1987-1988 rate was the third successive year to decline--not yet a trend, but encouraging nonetheless.
The dramatic changes in the United States' health care system during the last decade have sparked increasing interest in physician-executives. These executives, skilled in both clinical medicine and health care management, can be found in hospitals, managed care organizations, group practices, and government institutions. This paper outlines the physician-executive's roles and the development process. The remarkable growth in the number of physician-executives is expected to continue as they demonstrate their abilities to help health care providers expand ambulatory services, facilitate provider-physician relationships and physician recruitment, and lend expertise in quality improvement and risk management issues.
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The unique challenges of rural practice and the general shortage of rural M.D.s make physician recruitment in such areas a daunting prospect. However, as outlined here, an emphasis on the advantages of small-town practice and a thoughtful and organized recruiting strategy will increase the odds in everyone's favor.
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This study indicates that the nationwide CEO turnover rate is lower than many people estimate but was still, in 1987, an uncomfortable 22 percent on average. Some of this turnover may help some hospitals, for example, those with incompetent administrators. Some turnover may be natural in that some CEOs may have retired or died. Other turnover is controlled, such as that in the investor-owned sector where planned movement is expected. The analysis of the data in this study indicates that smaller hospitals experience higher turnover rates than do their larger counterparts. In 1987 Sun Belt and western hospitals experienced greater turnover than upper midwestern and eastern hospitals. As a group, however, the investor-owned sector led in turnover rates among hospital CEO turnover rates.
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This article deals with the future prospects of our country's health care system and is based upon a survey jointly conducted by the Policy Research Institute and Project HOPE. The original survey also examined individual life expectancy, the health system's positive contribution to our well-being. The costs and allocation of health resources, the system's problems, and the future trends and outlook were also examined.
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