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At least 1,099 records · Page 61Linked to original sources
PubMed1996

Negotiating. Biases physicians bring to the table.

What are some of the obstacles that physicians face as they seek to become more effective at the bargaining table? The author's thesis, based on experience in both the classroom and the front lines of medical practice, is that physicians face a set of systematic "biases" derived from physician training and professional culture that make negotiation especially difficult for them. They outline the biases they have observed, explore some possible explanations, and suggest solutions for physicians who wish to negotiate more effectively.

Cooperative Behavior↗
PubMedDate not supplied

Confronting the disruptive physician.

Ignoring disruptive behavior is no longer an option in today's changing health care environment. Competition and managed care have caused more organizations to deal with the disruptive physician, rather than look the other way as many did in years past. But it's not an easy task, possibly the toughest of your management career. How should you confront a disruptive physician? By having clearly stated expectations for physician behavior and policies in place for dealing with problem physicians, organizations have a context from which to address the situation.

Communication↗
PubMedDate not supplied

New survey shows rift between health executives and radiologists.

This report marks International Radiology Group's first annual survey of hospital administrators and diagnostic imaging department heads. The survey was conducted to determine how the managers of diagnostic imaging departments at a broad range of hospitals evaluate the quality and cost effectiveness of their departments. In particular, the survey addresses how administrators and department heads evaluate the working relationships they have developed with radiologists affiliated with their facilities.

Attitude of Health Personnel↗
PubMed1979

The greening of the Meadows.

When bulldozers flatten old-established terraces and people are forced to move miles across a city, community spirit all too often gets demolished in the process. But in a South Nottingham clearance area the neighbourhood ties have survived the upheaval and have led to the placing of not just a token social worker in a health centre, but an entire social work team.

Community Health Centers↗
PubMed1988

Quality assurance for MRI. Part two.

Quality assurance, QA, extend beyond the periodic measurement of system parameters. In this, the second of our three-part series we explore the benefits to be gained through QA of operations. Various personnel must function smoothly together to provide efficient service.

Hospital Departments↗
PubMed1983

DRGs, bylaws, and staff privileges: is confrontation inevitable?

Concerted action to control health care costs under prospective pricing is a relatively new joint venture for hospitals and medical staffs. In particular, definition of "problem" physicians and specification of economic cause for removal from medical staffs will undoubtedly be more difficult to accomplish than might appear at first blush. At the same time, hospital administrators must expect to be held accountable for mismanagement and management excess.

Constitution and Bylaws↗
PubMedDate not supplied

A dance in anger: physician responses to changes in practice.

Although "managed care" means different things to different people, it has become an icon for health care change and is commonly cited as the principle cause for the physician's lament. Successful leaders are finding ways to address the signs, symptoms, and causes of the physician grief reaction to the tumultuous marketplace changes affecting how they view themselves as professionals and how they practice medicine. Health care CEOs continue to place the search for solutions, physician-hospital integration, and the alignment of system and physician incentives as their number one strategic priority. This article reviews common sources of anger and identifies potential solutions. Strategies for dealing with the anger include: (1) recognizing the issues, causes, signs, and symptoms; (2) restoring balance and power; (3) developing new economic partnerships; (4) managing the organizational culture; and (5) educating one another and developing leadership.

Anger↗
PubMedDate not supplied

What physicians want.

Explore the source record for details and available documents.

Chief Executive Officers, Hospital↗
PubMed1999

Handling confrontations with consultants in the ED.

Demand respect when consultants second-guess your clinical decisions or behave rudely. Address consultants' specific complaints and don't respond to generalizations about the ED. Establish credibility by having radiologists confirm your X-ray readings in front of consultants. If consultants are rude, don't hesitate to confront them.

Communication↗