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At least 577 records · Page 32Linked to original sources
PubMedDate not supplied

Skills needed by physician CEOs. Interview by Barbara J. Linney.

How do you transition from physician executive to physician CEO? Three physician CEOs were interviewed to explore the skills they needed to land in the top position. They share their views on what it takes to be a successful CEO. They describe the skills that they needed when they moved into the CEO role and how they acquired them. Some of the qualities it takes to be a CEO include the ability to: Articulate your values; use your people skills; describe a vision; solve problems; listen; walk around; and use analytical skills.

Career Mobility↗
PubMed1999

Aggression in clinical settings: nurses' views--a follow-up study.

Results from this empirical study (n = 270) indicate that nurses from both the public and private sector are more worried about colleague aggression than aggression from other sources, that such aggression ranks as a major workplace distress factor for them, that different clinical settings have their own profiles of aggression, and following incidents of aggression, staff talk with colleagues and friends rather than with human resource or trade union personnel. These findings shadow those of a previous small scale qualitative study conducted by the author and they add to the growing recognition and concern that nurses, like employees in other settings, are subjected to high levels of interpersonal conflict at work.

Adult↗
PubMed1979

A physician looks at board-medical staff relationships.

The hospital that thrives in the short run and survives in the long run is the one that best exploits the forces that tend to unite the board and the medical staff while minimizing the elements that tend to divide them. A strong, effective medical staff is the most important determinant of constructive board-medical staff relations.

Conflict, Psychological↗
PubMed1980

Coordination of client services.

Case coordination is an important social work activity with roots in the earlest objectives and functions of the profession. This article outlines the theoretical framework of case coordination and describes the tasks, skills, and knowledge essential to it.

Community Health Services↗
PubMed1989

Assessing key stakeholders: who matters to hospitals and why?

A key stakeholder perspective, informed by illustrative quantitative and qualitative data, is developed for hospital administrators. These data provide answers to the questions, Who matters to hospitals? and Why do they matter? A tool kit for assessing stakeholders also is presented to help hospital executives identify their institutions' key stakeholders, determine the power of these stakeholders and their core values, and define who within their institutions should be responsible for the routine management of different stakeholders. These tools facilitate the management of each key stakeholder, ensuring that each strategic decision is examined in terms of the likely reaction of key stakeholders and is supplemented with plans for gaining stakeholder acceptance. Managers should recognize that the answers to Who matters? and Why? will vary by type of hospital and by the specific issue being addressed.

Community-Institutional Relations↗
PubMed1988

Too many on the seesaw: stakeholder diagnosis and management for hospitals.

If hospital managers are to cope with the environmental turbulence and uncertainty facing hospitals, they must effectively manager their stakeholders. The stakeholder approach helps integrate managerial concerns normally treated separately, such as strategic management, marketing, human resource management, organizational politics, and social responsibility. This approach enables hospital executives to develop strategies for handling conflicting demands for effectiveness and efficiency from various stakeholders. Four generic strategies hospital managers can use depending on the type of stakeholder are detailed, and an overarching strategy for hospital managers is discussed.

Health Facility Administrators↗
PubMed1989

The importance of relationships in hospital negotiation strategies.

Negotiation is one important way for hospital executives to manage conflict and to accomplish new projects. Because of the rapidly changing nature of the health care environment, as well as conflicts and politics within their organizations, managers need to negotiate effectively with a wide range of other parties. Hospital managers should consider the relative importance of both the substantive and relationship outcomes of any negotiation. These two factors, when viewed both in terms of the priorities of the hospital executive and the other party may guide the executive's anticipation of negotiation scenarios and selection of appropriate negotiation strategies.

Communication↗
PubMedDate not supplied

Communication links in a multihospital system.

The formation of communication links is important in any organization, but it is singularly important in a multihospital system with a centralized structure. Any number of barriers can arise in communication between departments within an element of the system and between the elements themselves. Key to the elimination of those barriers is the development of "links" that encourage open and ongoing communication.

Communication↗