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Biomedical subjects

J H Goodroe

Publications and source records attributed to J H Goodroe.

11 recordsLinked to original sources
PubMed1998

Restructuring health care through nursing and business acumen.

This nurse entrepreneur owns two companies that help others restructure health care processes. Utilizing knowledge from her managerial and business background, as well as clinical innovations in cardiovascular disease, set the stage for this author's successful business ventures.

Career Choice↗
PubMed1994

The algebra of managed care. Creating physician and hospital partnerships.

As healthcare faces an economic reengineering, hospitals and physicians are faced with new challenges. It is the first time that they have had joint economic interests, and survival for both is dependent on designing new economic models. This article describes the economic interrelationship between hospitals and physicians and provides insight into opportunities to encourage new levels of collaboration between them.

Contract Services↗
PubMed1992

The manager's influence on retention.

Each manager holds the key to promoting job satisfaction. Through increased autonomy, staff are empowered to control the destination of their clinical practice. Control over your own clinical practice increases autonomy and therefore leads to greater retention in the work area.

Decision Making, Organizational↗
PubMed1990

Cardiology needs good planning for the future.

In today's health care environment, hospitals have to develop strategies to maintain their market share, especially in cardiac services. The authors share generic strategies in cost leadership, product differentiation and technological leadership that can be adapted and implemented in cardiac centers.

Cardiac Care Facilities↗
PubMed1989

Shared governance at Saint Joseph's Hospital of Atlanta: a mature professional practice model.

Quality in work comes from people who care about what they do, are consistent, and have a desire to make a difference. This is not something that can be taught, but it can be nurtured. Patient care is the perfect place to start. Nurses participating in a shared practice situation can extend their working system to others. The rewards of quality care are felt by the patient, by the staff, and ultimately by the hospital. The desire to make a difference grows as more people become involved in a system. Developing systems that are positive, goal oriented, and rewarding is the first step toward shared practice. Shared governance then becomes a natural progression in determining the framework in which a nurse functions.

Constitution and Bylaws↗
PubMed1988

Characterization of human cardiac infiltrating cells post transplantation. 1. Phenotypic and functional alloreactivity.

Sequential cardiac biopsies from patients post transplantation were studied for histological evidence of grades of rejection, the immunophenotype of the mononuclear cell infiltrate if present and, in addition, aliquots of the same biopsy were cultured in vitro with medium containing interleukin-2. The exuding mononuclear cells were expanded and bulk cultures and T cell lines resulting from this were evaluated phenotypically and functionally for donor specific alloreactivity. Results of these studies demonstrate: (1) No strict correlation of histological rejection grades with immunophenotype or degree of mononuclear cell infiltrate. (2) The mononuclear cell cultured from 102 biopsies yielded 47 relatively pure CD4+ T cell cultures and 12 cultures enriched for CD4+ T cells, 16 relatively pure CD8+ T cell cultures and 15 cultures enriched for CD8+ T cells, 7 cultures which consisted of dual marked CD4+ CD8+ T cells and 5 which were negative for both CD4 and CD8 but expressed CD3. (3) Of the 59 total CD4+ T cells, 6 demonstrated donor specific CTL reactivity and of the 31 CD8+ T cells, 26 demonstrated donor specific CTL activity. (4) None of the CD4+ CD8+ T cell cultures demonstrated CTL reactivity and all 5 of the CD3+ CD4- CD8- T cell cultures demonstrated potent donor specific CTL activity. (5) Of the 102 cultures, 89 showed donor specific PLT function. (6) High MHC-Class I expression by cardiac myocytes correlated with high frequency of CTL cultures. These data provide a summary of the phenotype and functional analysis of T cells in cardiac biopsy specimens and provide valuable reagents for further studies on the mechanisms involved in human cardiac allograft rejection.

Antibodies, Monoclonal↗
PubMedDate not supplied

Global pricing for cardiac care: hard lessons for physicians and hospitals.

The challenges associated with global contracting are becoming apparent as more experience is gained. Contracts held by an open medical staff hospital provide an ever-changing equation. High-cost physicians can join the staff and alter the cost and quality outcomes that the hospital and physicians may anticipate. Also, physicians want to have assurances on how fee distribution is determined. For these reasons, some physicians are developing private contracting vehicles that assure their future. Managed competition is encouraging these creative models to respond to the market demands of payers; in some markets, these vehicles are creating the demand. It is important for both physicians and hospitals to be open to new creative models. Hospitals that insist on controlling the situation decrease its potential success. Flexibility ensures the ability of both entities to respond to new market demands. From the payer perspective, global contracting represents predictability of price and dependability of service. It encourages an economic relationship of dependence between a hospital and its physicians. Utilization of service is no longer the payers' problem; instead, the provider is asking the questions and managing the situation to assure that both quality and economic efficiency outcomes are achieved.

Cardiology Service, Hospital↗
PubMedDate not supplied

The algebra of healthcare reform: hospital-physician economic alignment.

In summary the tertiary care programs in this nation are trapped in a difficult dilemma. On one side is the ongoing reduction in provider revenue driven by real and powerful market forces. On the other side is a traditional payment system governed by necessary laws that inhibit meaningful re-engineering of tertiary care delivery. If a remedy to this situation cannot be created then it is very likely that all aspects of quality as defined earlier will suffer. It is our hope that by very careful construction of a relationship, with attention to applicable statutes and careful measurement of utilization and quality, a limited business alignment of a hospital and a group of tertiary physicians can be approved in the care of Medicare, Medicaid and all federally funded patients.

Cardiology Service, Hospital↗