PubMed Health⌕ Search
Home/Archive/PubMed

PubMed · 12813955

Networking: a long-term management strategy.

Andra Gumbus
View original source ↗Export metadata ↓

Abstract

As we face a changing health-care landscape of mergers and acquisitions during these tough economic times, it is more important than ever to cultivate a network of individuals who can assist you in your career development efforts. How do you manage your career in a shrinking economy? What is networking and how can you use it to enhance your career and professional competencies? Many myths surround the networking process; this article clarifies those misperceptions and tells you the truth about networking and the positive results you can achieve. Networking can be used to get a new job, but it has much wider application as a long-term career management strategy. Learn how you can manage your own career while building professional relationships and coaching your employees.

Explore related subjects

Administrative PersonnelCareer MobilityEducation, ContinuingHumansInterprofessional RelationsPersonnel DownsizingStaff DevelopmentUnited StatesJournal Article

Keep this discovery

Explore connections, maps & timelines

BibTeXRIS

Andra Gumbus. Networking: a long-term management strategy.. https://pubmed.ncbi.nlm.nih.gov/12813955/

Cite the original work for its findings. Save a collection to share your selection of sources.

KEEP EXPLORING

Related citations

PubMed2007

Exploring the effects of telehealth on medical human resources supply: a qualitative case study in remote regions.

BACKGROUND: The availability of medical human resource supply is a growing concern for rural and remote communities in many countries. In the last decade, various telehealth experiences in Canada have highlighted the potential impact of this technology on professional practice. The purpose of this study was to explore physicians' and managers' perceptions regarding the potential of telehealth to support recruitment and retention of physicians in remote and rural regions. METHODS: A case study in Eastern Quebec was performed to explore this complex phenomenon. The analytical framework was based on two literature reviews and a Delphi study. Data were collected from semi-structured interviews with 41 physicians and 22 managers. Transcripts were produced and interview content was coded independently by two judges and validated by an expert panel. RESULTS: Interviews have highlighted the potential impact of telehealth on several factors influencing the recruitment and retention of physicians in rural and remote regions. The potential effects of telehealth on physicians' choice of practice location could be seen at the professional, organizational, educational and individual levels. For instance, telehealth could improve work satisfaction by allowing a regional on-call duty system and a better follow-up of patients. However, there are also certain limits related to telehealth, such as the fear that it would eventually replace all continuing medical education activities and onsite specialists in remoteregions. CONCLUSION: Telehealth is likely to have an impact on several factors related to medical workforce supply in remote and rural regions. However, the expected benefits will materialize if and only if this technology is properly integrated into organizations as a support to professional practice.

Administrative Personnel↗
PubMed2007

Evaluation results of the CDC/ASPH Institute for HIV Prevention Leadership: a capacity-building educational program for HIV prevention program managers.

OBJECTIVE: The goal of this research was to evaluate changes over time in the capacity of participants of the CDC/ASPH Institute for HIV Prevention Leadership (Institute), a capacity-building program for HIV prevention program managers in minority-based, community-based organizations. Capacity was defined as the application of new skills and knowledge to participants' jobs and confidence in using those new skills and knowledge to strategically manage and apply "best practices" to their HIV prevention activities. METHODS: This is a longitudinal study involving measuring scholar capacity at three points in time: pre-Institute, post-Institute, and 6 months' post-Institute. Only responses from participants who completed all three surveys are included in this final analysis of the data (N = 94). RESULTS: Results indicate that participants from 3 years of the Institute (2002-2004) increased their capacity in HIV prevention programming and strategic planning and management. Significant changes were seen in the frequency and self-efficacy with which participants conduct several HIV prevention programming activities. Participants also reported conducting strategic planning activities at more appropriate intervals and were significantly more confident in conducting these activities. CONCLUSION: The Institute has positively and significantly increased the capacity of participants to conduct more effective HIV prevention programs on a national level.

Administrative Personnel↗