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Biomedical subjects

J J Aluise

Publications and source records attributed to J J Aluise.

10 recordsLinked to original sources
PubMed1991

Ambulatory surgery and the hospital.

Ambulatory surgery can be a win-win proposition for patients, physicians, payers, and even for hospitals. The main elements at risk are high costs and the traditional models of hospital-based surgical care. If hospitals delay their responses to the challenges of the free-standing surgicenter, the latter will become as common as the multispecialty group practice. Health care institutions need to address some questions in responding to this trend: how hospitals should act to transform their bureaucratic, inefficient systems; who should assume the leadership role; and how much autonomy and pluralism will be appropriate.

Ambulatory Surgical Procedures↗
PubMed1989

Administrative skills for academic physicians.

To function effectively within the multifaceted environment of the academic medical center, academic physicians need to heighten their understanding of the economics of the health care system, and further develop their leadership and managerial skills. A literature base on organizational development and management education now exists that addresses the unique nature of the professional organization, including academic medical centers. This article describes an administration development curriculum for academic physicians. Competency statements, instructional strategies and references provide the academic physician with guidelines for expanding their professional expertise to include organizational and management skills. The continuing success of the academic medical center as a responsive health care system may depend upon the degree to which academic physicians gain sophistication in self-management and organizational administration.

Academic Medical Centers↗
PubMed1989

Impact of IPAs on fee-for-service medical groups.

Individual practice association (IPA) is the newest and most rapidly growing HMO model. Despite potential benefits, IPAs have experienced a variety of difficulties. A case study analysis of community practices in North Carolina revealed satisfactory results as well as concerns.

Efficiency↗
PubMed1985

Organizational development in academic medicine: an educational approach.

Can organizational development work in the academic setting? Because current cost constraints and federal regulations are forcing departments and services to integrate, organizational development may be the best option for management. The study reported here shows that it can work successfully in the family medicine department.

Academic Medical Centers↗
PubMed1984

Computer literacy for physicians.

Medical schools and residency programs can help physicians acquire a basic knowledge of computers by offering education in computer literacy. The program currently being offered in the Family Practice Residency Program at Moses H. Cone Memorial Hospital has been integrated into the practice management curriculum and has proven very successful in its initial year. It has served to broaden the residents' knowledge of automation systems and has prepared them for the future automation of their offices. It is hoped this knowledge base will help physicians make sound decisions concerning the purchase of a computer system.

Computers↗
PubMed1984

Implementing an automated financial management system for medical practices.

The increase in availability, affordability, and sophistication of computer technology over the past few years has prompted the development of numerous high-quality software packages for management of medical practice. Although the prices of computer hardware and software continue to decrease, the purchase of an automated system remains a major investment. To ensure a successful purchase and implementation of a system, physicians and office managers must first become knowledgeable about computers and their applicability to medical practice and then devise a strategy for the purchase of a system.

Computers↗
PubMed1977

The physician as manager. "What" and HOW" OF PRACTICE MANAGEMENT EDUCATION.

Management science and application play a pivotal role in preparing physicians for effective and efficient office practice. Integration of management theory into practice management education of family physicians may be accomplished by developing and maintaining a well-organized model practice, involving residents directly in management decisions and problem solving, using a variety of resource people in and outside the model unit, and providing quantitative analysis of practice performance. After three years of development, the Family Practice Center of Akron City Hospital has instituted a practice management curriculum whereby residents become actively involved in the management and supervision of the model practice, conduct research study into management problems, and receive training and supervision as they develop leadership and organizational skills.

Audiovisual Aids↗
PubMed1977

Human relations training for family practice residents: a four year retrospective review.

The Family Practice Center of Akron has developed and implemented a human relations training program as an integral part of the family practice residency curriculum. Following two years of planning and experimenting, a 12-month course of study was formalized in July 1975. Two full-time behavioral scientists are responsible for planning, coordinating, and teaching the curriculum. The curriculum includes a variety of learning experiences throughout the three years and represents approximately ten percent of educational programming and costs.

Behavioral Sciences↗
PubMedDate not supplied

Strategic planning in academic medicine: a departmental case study analysis.

Family medicine departments face a variety of external and internal pressures that make astute planning imperative. A systematic planning process produces measurable outcomes, timetables to evaluate results, and assignments for individual responsibility. Strategic planning is discussed as it occurred during a year-long planning process in a family medicine department. Through the use of an external consultant and through the efforts of the department's division directors, a set of plans were written and approved for the residency program, clinical services, predoctoral education, geriatric education, research and development section, and the administration of the department. The consultation and strategic planning procedure produced a candid analysis of the department's strengths and growth needs, and specified the contributions that will be needed by all faculty to achieve the organization's goals.

Consultants↗