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Biomedical subjects

S M Shortell

Publications and source records attributed to S M Shortell.

154 records · Page 9Linked to original sources
PubMedDate not supplied

Behavioral science approaches to improving productivity.

We have suggested that improving the productivity of an individual or of one group of workers is not the same thing as improving the productivity of the organization overall. Further, because work units in hospitals are interdependent, attempts to improve productivity ultimately involve a reexamination of the organization's values and culture. Until this fundamental realization occurs, little can be done to improve the organization's productivity. As such, productivity is not simply a day-to-day managerial issue as a long-term leadership issue. Thus, we ought to begin mapping out productivity strategies for the long run. Some of the elements of such a strategy have been highlighted.

Behavior Therapy↗
PubMedDate not supplied

High-performing healthcare organizations: guidelines for the pursuit of excellence.

Based on existing research and observations, ten characteristics of high-performing healthcare organizations are identified. These include a willingness and ability to: stretch themselves; maximize learning; take risks; exhibit transforming leadership; exercise a bias for action; create a chemistry among top managers; manage ambiguity and uncertainty; exhibit a "loose coherence;" exhibit a well-defined culture; and reflect a basic spirituality. Numerous examples are provided reflecting the above characteristics, and the ability of excellent healthcare organizations to meet future challenges is discussed.

Culture↗
PubMedDate not supplied

Hospital-physician vertical integration.

Vertical integration of healthcare services has been viewed by hospitals as an effective strategy for maintaining institutional viability in the face of increased competitive pressures. This paper examines the effects of vertical integration on hospital utilization and market share, based on the experience of a selected set of hospitals that developed primary care group practices as part of a national demonstration program conducted over the period 1976 to 1982. Inpatient days and admissions for the average hospital increased 9.0 percent and 8.2 percent, respectively, over the initial four-year period of group operation, while average market share of inpatient days and admissions rose by 4.9 percent and 3.6 percent, respectively. The establishment of the group practices also helped most hospitals achieve a more favorable outpatient payor mix.

Financial Management↗
PubMedDate not supplied

Keys to building effective community partnerships.

A four-year study of 25 community health partnerships reveals the six characteristics that help partnerships succeed. Managing size and diversity, addressing coalition conflict, and recognizing life cycles are among the primary behaviors differentiating the strong from the weak.

Community Participation↗