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Biomedical subjects

M D Merry

Publications and source records attributed to M D Merry.

14 recordsLinked to original sources
PubMed2001

Quality improvement to guide the new health system.

While there are many areas, such as intensive care treatment and pain management, where great gains in quality improvement can be made, the greatest strides will come as the leaders and trustees in health care organizations begin to create "the industrial revolution" in their organizations by creating cultures of quality. Stephen Shortell recommends the following list of things board members can do to improve quality in their organizations.

Benchmarking↗
PubMed1996

Physician leadership. The time is now.

During the past 30 years, third party payers have imposed virtually every imaginable form of external cost controls on the traditional health care system. All have failed. And now those paying the bills--the large-scale health care purchasers--have finally seized control. They are fomenting fundamental structural change in the health care system. In order to continue doing business with these purchasers, health care providers are finding that they must form alliances to present a comprehensive "package" of health services for the constituents of these purchasers. In short, they must form integrated delivery systems. Current developments have created a unique opportunity for physician leaders to take a commanding role in shaping the emerging American health care system.

Communication↗
PubMed1994

Shared leadership in health care organizations.

This chapter explores why the leaders of both the medical profession and provider organizations are often in conflict, and why they must ultimately come together to create new leadership models for future health care organizations. Modern management concepts of knowledge/learning organizations, total quality process, and reengineering call for an innovative form of shared, truly collaborative leadership between clinicians and "scientific" managers.

Conflict, Psychological↗
PubMed1993

Physician leadership for the 21st century.

This article examines how rapidly evolving health care delivery structures are radically altering the traditional clinical and organizational autonomy enjoyed by physicians. These changes may render maintenance of prior levels of physician autonomy virtually impossible. The author calls for the emergence of a new breed of physician leaders who will preserve the best of traditional medical practice culture but also effectively implement a nascent form of integrated health care practice.

Ambulatory Care↗
PubMed1984

Modern medical practice: a profession in transition.

Modern medical practice is in a state of transition. The solo practitioner is slowly giving way to the large organized groups of health care providers. Driving this force of change is a change in payment for health care services from cost plus to preestablished pricing. For the first time, medical practice patterns are having a direct impact on the financial viability of the health care institution. To maintain quality of patient care and contain costs, more and more physicians are becoming involved in the administrative side of running a hospital. This article describes the forces of change, the change itself, and the future of medicine.

Humans↗
PubMedDate not supplied

Healing the healers.

Explore the source record for details and available documents.

Attitude↗
PubMedDate not supplied

Myths and misconceptions of the medical staff organization.

Many of the problems that confront hospitals in a rapidly changing and increasingly hostile environment are of their own making. Chief among these self-destructive tendencies has been misjudgment of the characteristics and functions of the medical staff organization. This article explores some common misconceptions and provides a more plausible reality.

Hospital Administration↗
PubMedDate not supplied

The past, present and future of health care quality. Urgent need for innovative, external review processes to protect patients.

There are three paths to quality health care standards: the regulatory route, the "learning science" route, and the futuristic "management science" route. The regulatory path leads to punishment and blame. The learning science path splits, with one road leading back to harsh regulations and the other to the halls of academic medicine. And the management science path, while short, will be the road to success as American health care struggles to improve quality and overcome well-publicized and deadly medical errors.

Facility Regulation and Control↗