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Biomedical subjects

J Greene

Publications and source records attributed to J Greene.

At least 631 records · Page 35Linked to original sources
PubMed1990

CEOs, chairmen split over CEO background.

A new survey shows that board chairmen and chief executive officers have different opinions about what type of background future hospital leaders should have. Most chairmen say CEOs should have specialized educational training, but CEOs and heads of graduate programs say leaders should have generalist backgrounds.

Attitude↗
PubMed1990

To centralize or not centralize.

Not-for-profit systems increasingly are turning to centralized management systems in an effort to reduce duplication of services at local hospitals and to save money. At the same time, some for-profit systems are abandoning their traditional centralized philosophies and are eliminating services provided by the corporate office, often as a result of having to shoulder heavy debt loads.

Catholicism↗
PubMed1990

Graduate programs get back to basics.

Healthcare graduate programs are tilting back toward practical instruction in management after two decades of emphasizing theory and academic research. Still, many hospital executives worry that the administration candidates coming out of school aren't equipped with the interpersonal skills needed to deal with physicians and employees.

Computer Communication Networks↗
PubMed1990

Smooth moves.

Explore the source record for details and available documents.

Arizona↗
PubMed1990

Tracing turnover to the source.

Jeffrey A. Alexander wins the 1990 Governance Fellowship Award for his proposal to determine the influence of governing board structure and composition on the rate of turnover for chief executive officers.

Fellowships and Scholarships↗
PubMed1990

Talk-show host and CEO.

Erie Chapman's idea of being a hospital chief executive extends to hosting a television talk show and spending work days as a patient escort or janitor. A critic of executives who rule their hospitals from their offices, Mr. Chapman advocates being visible and accessible to front-line staff and the public.

History, 20th Century↗
PubMed1990

Up & comers succeed by motivating others.

Few clues in the early lives of Modern Healthcare's 1990 Up & Comers indicate that they were destined to become young leaders of the healthcare industry. A diverse group, they started out in strikingly different directions. Gary Shorb trained as an engineer and aspired to be an admiral in the Navy. Deborah Johnson studied law but had dreams of becoming a professional musician. Larry Hough started out as a certified public accountant. Somewhere along the line, they were attracted to the healthcare profession. Despite their differences, they have much in common. A psychological survey conducted for the magazine by Michael Leibman of Caliper Human Strategies indicates they are strong motivators who set the tone for their organizations by soliciting the views of their staffs and structuring the agenda. As a group, they are bright, shrewd and goal-oriented. They also fully understand their role. As David Jimenez, president of Hialeah (Fla.) Hospital, said, "Every day you've got to go out there and demonstrate that you're capable of holding down the job, that you deserve to be the leader." These 12 executives, all 40 or younger, were chosen from more than 50 candidates suggested by Modern Healthcare's editorial staff and readers. They represent many facets of the industry and come from every part of the country. As the healthcare industry continues to evolve, they are well positioned to play a leadership role in meeting the challenges of providing high-quality and cost-efficient patient care.

Hospital Administrators↗