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P Eubanks

Publications and source records attributed to P Eubanks.

At least 19 recordsLinked to original sources
PubMed1992

12 cost-cutting measures. Hospitals use creative ideas to gain control of expenses.

With operating costs ever rising and reimbursements ever tightening, hospitals are looking for ways to cut costs at every turn. The good news is that there are a lot of innovative, imaginative approaches being tried in every area of hospital operations--approaches that don't require massive financial investment, organizational restructuring, or teams of outside consultants. The examples we've found through talking with hospitals across the country are a fair sample of the types of opportunities out there. They range across the entire hospital, from the laboratory to the pharmacy to nursing to waste management to the medical staff to the operating suite. In other words, something for everyone.

Cost Control↗
PubMed1992

Work redesign calls for new pay and performance plans.

TQM/CQI and patient-centered care initiatives are also spurring changes in hospitals' employee payment and performance systems. The tricky part is that those systems have to change at the same time delivery systems are changing. "We feel we can't first develop new care delivery systems and then spend the next two years adjusting compensation systems," says one executive.

Diffusion of Innovation↗
PubMed1992

HIV-positive health care workers pose legal, safety challenges for hospitals.

Hospitals are entering a complex new era. As they strive to work fairly with their HIV-positive workers, they are encountering a range of legal and operational challenges. Beginning on page 24, we look at the legal hurdles facing hospitals as they balance the right of HIV-positive workers to work, while ensuring co-worker and patient safety. On page 28, we look at the pioneering human resources policies being employed by one hospital in the infection control area. And on page 30, we look at the ongoing search for safer needle devices.

Centers for Disease Control and Prevention, U.S.↗
PubMed1992

New path. Today's executive career path: new realities, responsibilities for hospitals.

There may have been a time when hospital CEOs could promote executive advancement simply by hiring the most talented individuals who walked through their doors. But the world has changed, and a variety of factors, including fewer opportunities for advancement and greater work-force diversity, are compelling CEOs and boards to think carefully and strategically about the issue.

Career Mobility↗
PubMed1992

Work force gap.

Explore the source record for details and available documents.

Chief Executive Officers, Hospital↗
PubMed1992

Experts call for strategic planning link on ADA compliance.

The Americans with Disabilities Act is compelling hospitals to make extensive changes in the hiring and accommodation of disabled employees. But, according to experts, such plans must be integrated with broad strategic planning to succeed.

Persons with Disabilities↗
PubMed1992

The CEO experience. TQM/CQI.

The total quality movement is transforming hospital leadership. CEOs are finding that signing on to a TQM or CQI program requires intensive commitment, as well as adjustments to management style and scheduling. And it raises a host of questions about how to initiate and manage such a program--and even what to call it (TQM versus CQI). But CEOs seem ready to accept the challenge. An exclusive Hospitals survey finds that over 60 percent of the CEOs involved in TQM/CQI programs believe their involvement is "the most important thing I've ever done." Still, the proliferation of TQM/CQI in hospitals has created a backlash in the field; Donald Berwick, M.D., the "father" of TQM in health care, explains why.

Attitude of Health Personnel↗