The state of the industry.
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It is becoming commonplace that physicians are not just working in hospitals but are helping run them as well. This means that chief executive officers are working side by side with chief medical officers. What are the factors that influence the working relationship between these roles? The author presents data from a survey that helps to answer this question.
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An institutional development team of four technical advisers has been working at Mulago Hospital, the 1440-bed National Teaching and Referral Hospital, since 1983 to assist the hospital to re-establish working management systems, drug and supplies procurement arrangements and an engineering maintenance service. The hospital was in poor shape at the beginning of the project, but has improved over time. The Team works with counterparts to advise, coach, train, facilitate and support their development. External factors have contributed to the progress made, but the Team's contribution included long term availability in the hospital, the sustainable nature of the counterpart relationship, practical and material assistance, and access to outside charitable funds.
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This paper describes the structure and function of the department of Information Services at Sacred Heart Health System in Eugene, Oregon. This department has gone through a process of reorganization. The new department design features self-directed work teams with a strong customer service orientation; a mentor role stressing staff development; and a skill-based compensation system.
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