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Results for “Managed Competition”

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At least 595 records · Page 33Linked to original sources
PubMedDate not supplied

Patient retention: the practice management challenge under managed care.

The increasingly competitive environment of practice management has become more complicated with the growing penetration of managed care and capitation. Although successful growing practices have always focused on attracting new patients into the office, future efforts must also be directed at retaining the current patient. Additionally, capitation will require that a practice redefine the profile of a patient valuable to the practice. This article provides a perspective on the valuable patient in a capitated setting as well as some strategies to build better relationships with patients to retain their loyalty. Finally, this article proposes a system to monitor the ongoing satisfaction of patients to retain loyalty.

Humans↗
PubMed1997

Competition and its implications for managing health care organizations.

Reports that the US health care system has been shifting since the 1960s to a competitive environment with many new and innovative organizational forms. Describes the nature of the competitive environment for health care and some of the basic forms of the new organizational arrangements. Explores some of the implications for managing successful health care organizations by the understanding of interorganizational linkages in the health care industry and a partnership approach to marketing and management.

Capitation Fee↗
PubMed2003

[Quality management in and by public health services].

Quality management is nowadays required by almost all organisations using public funds. Hence, quality management in public health services (PHS) first serves to make transparent the services offered, the performance, and the quality of services to comply with public demands for accountability. In addition, by following generally accepted concepts and methods of quality management, it could help to improve the performance of PHS. As a second function, quality management by PHS can be delineated. In this, PHS assumes the role of an independent quality manager of health services by reporting comparatively on regional services, their performance and the quality of care on a population basis. Considering recently introduced statutory incentives in Germany (such as disease management programmes and minimum volume thresholds for certain procedures) that could negatively affect social equity and access to health services, such a comparative quality and performance reporting by PHS is getting more and more important.

Cost-Benefit Analysis↗
PubMed2004

An analysis of opinions from veterinarians in South Africa regarding business management skills.

The changing role of veterinarians in the global market is a current topic of debate and discussion. Few countries including South Africa have formally examined the changing dynamics of this profession. Therefore, the present study addressed 2 objectives. The 1st was to examine basic information about veterinarians in South Africa including their age, gender and distribution across provinces, the percentage whose practice was urban, rural or periurban, the numbers working with specific animal species, and the extent of business management and skills previously gained. The 2nd objective was to obtain opinions and insights from veterinarians in South Africa about the challenges and opportunities facing their business practices to better understand what they considered important dynamics to their businesses today. Several areas of business on which they were questioned and which were included in this study were: marketing, vision, human resources, leadership, financial management, ethics, competition, day-to-day operations, interpersonal skills and information management. This is the 1st known survey to employ a questionnaire to gain insights and opinions from veterinarians about business management skills.

Demography↗
PubMed1995

The development of integrated service networks in Minnesota.

The formation of health insurance purchasing alliances in Minnesota has caused a restructuring of the provider system. One of the results has been the formation of competing delivery systems that organize hospitals, physicians, and insurance plans into vertically and horizontally integrated organizations termed integrated service networks (ISNs). This article describes the formation of these ISNs and identifies some of the salient features that distinguish them from other provider systems.

Capitation Fee↗
PubMed1990

Achieving competitive advantage through strategic human resource management.

The framework presented here challenges health care executives to manage human resources strategically as an integral part of the strategic planning process. Health care executives should consciously formulate human resource strategies and practices that are linked to and reinforce the broader strategic posture of the organization. This article provides a framework for (1) determining and focusing on desired strategic outcomes, (2) identifying and implementing essential human resource management actions, and (3) maintaining or enhancing competitive advantage. The strategic approach to human resource management includes assessing the organization's environment and mission; formulating the organization's business strategy; assessing the human resources requirements based on the intended strategy; comparing the current inventory of human resources in terms of numbers, characteristics, and human resource management practices with respect to the strategic requirements of the organization and its services or product lines; formulating the human resource strategy based on the differences between the assessed requirements and the current inventory; and implementing the appropriate human resource practices to reinforce the strategy and attain competitive advantage.

Economic Competition↗
PubMed1992

Physician credentialing in managed care.

The managed care industry is increasingly using physician credentialing when seeking health care providers. The credentialing process must be conducted in a manner that meets the goals of the managed care program.

Credentialing↗
PubMed2003

The real new economy.

During the soar-and-swoon days of the late 1990s, many people believed that information technology, and the Internet in particular, were "changing everything" in business. A fundamental change did happen in the 1990s, but it was less about technology than about competition. Under director Diana Farrell, the McKinsey Global Institute has conducted an extensive study of productivity and its connection to corporate IT spending and use during that period. The study revealed that information technology is important--but not central--to the fate of industries and individual companies. So if information technology was not the primary factor in the productivity surge, what was? The study points to competition and innovation. In those industries that saw increases in competitive intensity, managers were forced to innovate aggressively to protect their revenues and profits. Those innovations--in products, business practices, and technology--led to the gains in productivity. In fact, a critical dynamic of the new economy--the real new economy--is the virtuous cycle of competition, innovation, and productivity growth. Managers can innovate in many ways, but during the 1990s, information technology was a particularly powerful tool, for three reasons: First, IT enabled the development of attractive new products and efficient new business processes. Second, it facilitated the rapid industrywide diffusion of innovations. And third, it exhibited strong scale economies--its benefits multiplied rapidly as its use expanded. This article reveals surprising data on how various industries in the United States and Europe were affected by competition, innovation, and information technology in the 1990s and offers insights about how managers can get more from their IT investments.

Commerce↗
PubMedDate not supplied

The manager's financial handbook. Cost concepts and breakeven analysis.

As the health-care environment becomes more competitive, laboratory managers need to become skillful in using and controlling their resources. Controlling resources usually means managing cost. By analyzing cost and understanding its different components, the laboratory manager can make rational decisions. This article describes and analyzes different categories within which cost can be characterized and shows how breakeven analysis can be used when dealing with fixed-price payers or multiple payment purchases of health-care services.

Cost Allocation↗
PubMed1993

Building an information management infrastructure in the 90s: the Vanderbilt experiment.

The course that an organization takes to create a competitive information management infrastructure is determined by a series of decisions, each of which balances tradeoffs. Key success factors include sequencing projects to reflect data requirements; obtaining benefits as cost is incurred; establishing an architecture that permits integration of applications; managing project scope; and establishing a data friendly culture.

Academic Medical Centers↗
PubMedDate not supplied

A vision of quality in health care delivery.

Empirical evidence is thin, so one must reply on informed judgment, common sense, and theory when describing a high-quality health plan. Using this approach, a high-quality health plan would be characterized by excellence in the following areas: physician selection and development; health improvement; information systems; continuous quality improvement; cooperation with health care purchasers; alignment of financial incentives and appropriate capitation; and patient involvement. High-quality health plans would be nurtured by a national context in which medical education recognizes managed care and quality measurement, risk-adjusted premiums are the norm, competition is managed, and government has a limited role.

Delivery of Health Care↗