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Biomedical subjects

G E Linney

Publications and source records attributed to G E Linney.

9 recordsLinked to original sources
PubMed1996

Will you be ready when the pink slip arrives?

Are you prepared to ride the waves of change? Will you be ready when the pink slip arrives? Health care executives who can jump a little higher and run a little faster will go further in the draft. Those of you who are prepared for change will always be appealing to recruiters and prospective employers. How can you ride these turbulent waves and not capsize? This article explores some suggestions for positioning yourself: Proper positioning with the inevitable changes in mind will help you move your career in a forward direction.

Communication↗
PubMed1995

Communication skills: a prerequisite for leadership.

A man once said, "He who would be first among you, let him be your servant." I think he also would have said, "If you would be the leader of the troops in health care, you must be able to communicate." You must be a good listener, be able to facilitate conflict resolution, be a good interviewer, deal effectively with problem physicians and employees, speak effectively in front of an audience, and communicate well in writing. Do not assume that you are good at any of these skills because you went to medical school. All of us need improvement in these areas.

Communication↗
PubMed1995

Wanted--seasoned veterans. Diamonds in the rough need not apply.

Health care organizations looking for physician executives prefer seasoned veterans--doctors who have already done the job. They want job-specific experience. Most organizations do not provide training grounds and orderly career ladders for aspiring physician executives. The Permanente Medical Groups, Family Health Plans, and some very large group practices are exceptions, but, for the most part, rising medical directors in these organizations stay with them. Most hospitals are not large enough to have associate or assistant medical directors or an environment that could provide a training ground for rising physician executives. On the other hand, hospitals, larger group practices, health insurance companies, and managed care organizations provide ample opportunities for nonphysician managers to train, gain experience, and climb the ladders. How can the novice physician executive break into the world of management and begin establishing management credentials? The author provides some key steps that can lead to success.

Certification↗
PubMed1995

Planning your career after retirement.

As a physician executive plans the steps of his or her career, some emphasis should be placed on what is to happen at the end of the professional career. At some point, everyone has to consider retirement plans, and the earlier they begin, especially for financial considerations, the better. In the following article, a member of the College and of its faculty discusses how this process might be initiated. The advice is augmented by information the author obtained in interviews conducted with others who have begun to give retirement some thought or who have already sailed into this aspect of their lives.

Career Mobility↗
PubMed1994

How practicing physicians are adjusting to managed care.

Managed care is here to stay. In fact, for the foreseeable future, health care will become increasingly more managed each year. The purpose of this article is to help physician leaders and executives understand how clinicians are reacting and adjusting to managed care. Those of us who are doing primarily management activities have our own set of problems and adjustments. Sometimes we can be insensitive to the problems that physicians who are primarily treating patients can have as a result of managed care. Health care executives who are managing physicians or attempting to influence their behavior must attempt to understand clinicians' feelings, reactions, and coping mechanisms.

Adaptation, Psychological↗
PubMedDate not supplied

Hospitals moving to payment of physicians for administrative duties.

This article deals with whether physicians who devote considerable time to leadership and committee responsibilities are compensated, how they are compensated, who pays that compensation, and other related issues. To gather the information, the American College of Physician Executives surveyed a sample of 600 of its hospital-based members. There were 195 responses, representing hospitals of all sizes and types (community, government, for-profit, not-for-profit, urban, suburban, and rural) and medical staff sizes ranging from as few as four to as many as 1,300. Uncovered was what appears to be a trend to payment of physicians for these leadership services.

Evaluation Studies as Topic↗
PubMedDate not supplied

What turns you on and off?

When you are exploring your career and where you are headed, it is helpful to consider what aspects of your job turn you on, and of course, those that don't. Energizers are activities that excite and invigorate you or people who lift your heart and inspire you. De-energizers are activities or people who drain you, drag you down, depress you. Make lists of those things that energize and de-energize you either at work or in other situations. Try hard to do something to incorporate or change at least the first five on each list and see if you feel more job and life satisfaction. Responses from 30 participants of a recent Career Choices program are provided to help you get started.

Career Mobility↗
PubMedDate not supplied

We are our brothers' keepers.

An essential element of leadership for the physician executive is working with impaired physicians, whether their handicap is temporary or long-term, to make them fully contributing members of the health care team. Physicians must not only make themselves and their immediate staffs sensitive to the problem and its solutions, but also instill a helping environment for the overall organization.

Humans↗