Six myths about physician executives.
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Educational Status↗
Biomedical subjects
J Grebenschikoff
Publications and source records attributed to J Grebenschikoff.
Bringing reality to the job hunt process. Interview by Barbara J. Linney.
A substantial percentage of the positions that open in medical management are filled through the use of recruitment firms. This is especially true of more senior positions, but it applies across the full spectrum of openings. If the working arrangement between the recruitment firm and the potential candidate is to be effective, certain key ingredients are necessary. The author interviewed a selection of principals of recruitment firms that operate extensively or exclusively in the medical management sector of executive recruitment. What she discovered about their "wish lists" for candidates' characteristics and levels of job hunting sophistication are summarized in the following statements.
Career Choice↗
The changing role of physician executives.
Throughout the nation, physician executives are taking on new and emerging roles-from brokering the purchase of information systems and creating managed care networks to functioning as systemwide consultants, facilitators, and educators. This article offers profiles of eight creative physician executives-including their current roles and responsibilities, recommendations for emerging physician executives, and forecasts for the years ahead.
Ambulatory Care↗
Compensation for chiefs of staff: a '90s phenomenon.
As part of its annual survey of physician executive compensation levels, the Physician Executive Management Center, a Tampa, Fla.-based physician executive search firm, sought information on compensation of medical staff leaders. In this report, the Center's findings are summarized. Forty percent of the responding hospitals compensate these leaders in cash, with an additional 34 percent providing noncash benefits. Three-quarters of the hospitals thus indicate recognition that some kind of compensation for voluntary medical staff leaders is warranted.
Data Collection↗
Pros and cons of clinical practice.
Physician executives, especially those who are new to the profession or who are beginning career moves to positions of increasingly higher management responsibilities, are faced with the decision of maintaining a level of clinical practice or leaving practice altogether. This article explores the advantages and the disadvantages of mixing practice and management that have been expressed by physician executives.
Career Mobility↗
Survey provides overview of profession's responsibilities.
At the end of 1990, the Physician Executive Management Center, Tampa, Fla., undertook a survey of College members to determine levels of compensation and benefits and to provide a glimpse at the roles and responsibilities of physician executives. The results of the survey have recently been published by the Management Center. In this article, the roles and responsibilities of physician executives for the overall sample are summarized.
Hospital Planning↗
Quality management remains top medical manager responsibility.
Earlier this year, the Physician Executive Management Center conducted a survey of physician executives in management positions in hospitals, group practices, managed care organizations, and industry. Information was obtained for physician executives in both full-time and part-time roles. In addition to gathering compensation information, the survey sought to define the scope and intensity of the responsibilities of physician CEOs and senior medical managers (medical directors or the equivalent) in these organizations. In this article, the authors summarize the findings on responsibilities for senior medical managers in hospitals, group practices, and managed care organizations.
Interdepartmental Relations↗
The compensation of physician executives.
In January of this year, the American Academy of Medical Directors and the Physician Executive Management Center mailed a survey questionnaire to the approximately 2,300 members of the Academy of record at that time. More than 1,000 responses were returned. The purpose of the survey was to begin to collect data and establish a reliable baseline of compensation information for the physician executive profession. Subsequent annual surveys will allow the two organizations to track the course of the profession, insofar as this can be done on the basis of compensation. In this article, we provide a summary of some of the findings of the survey as they relate to physician executives in a variety of nongovernment health care settings. Except for the summary of overall data, the report is limited to the responses of physicians who indicated full-time involvement (75 percent or more) in management. Later this year, the complete findings of the survey will be published in a monograph that will be available from the Academy and Center.
Physician Executives↗
Getting the third degree.
The main finding of the just released results of the 1987 Physician Executive Compensation Report is that compensation increases in 1987 for physician executives continued to outpace inflation by considerable margins. There were variations by type of health care organization and by geographic region, of course, and bonuses seem to have fallen out of favor in most cases. A side result of the survey deals with the degree to which physician executives have opted for formal management education to improve their management skills and their chances of success in medical management. These survey educational findings are described in the following article.
Career Mobility↗