Graduate programs cater to working CEOs.
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Biomedical subjects
Publications and source records attributed to T Droste.
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The competitive spirit that dominated health care in the latter half of the 1980s isolated many CEOs from their peers. CEOs of competing hospitals felt that they couldn't talk openly with each other, problems were solved in isolation, and stress levels climbed. But CEOs have found a way to exchange ideas with other executives: informal networking groups. But one of the most important aspects of these meetings is that they're fun. They offer CEOs a chance to relax and talk frankly with others about mutual problems and how to solve them. These informal network groups also help younger executives, who are often invited to audit the meetings. Younger executives get a chance to see different management styles and new approaches to problem solving.
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No smoking. These words are becoming common in hospitals, which are increasingly turning smoke-free. But for the patient who smokes, these words only add stress to what is already a trying situation. Now, some hospitals are offering patients bedside support programs to ease their nicotine addiction.
What's the most important leadership quality: charisma, vision, or a "take-charge" personality? All of the above, according to executive recruiters. The passive leadership styles that were acceptable in the past are out. Today's boards are looking for more active, visible leaders.
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St. Francis Hospital, Evanston, IL, has devised an updated version of the physician's house call. Its mobile medical care vans--complete with diagnostic equipment--transport a physician and nurse team to homebound elderly in the Chicago area.
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