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7.
Physician Exec ; 24(2): 34-8, 1998.
Artículo en Inglés | MEDLINE | ID: mdl-10180498

RESUMEN

Until recently, the traditional practice of medicine has been thought of as a cottage industry practiced by individuals or small partnership groups. The transition of practice settings to large groups, multi-specialty groups, and corporations has paved the way to industrialization, with even larger health care organizations primarily managed by non-physicians. The similarities of these events to the industrial revolution and its impact on crafts guilds are striking. In order to understand this point of view, this article explores the function and influence of crafts guilds during stages of industrial development and the dynamics of the changes of employment needs and employability in an industrial environment as a comparison to what is happening in the health care field.


Asunto(s)
Prestación Integrada de Atención de Salud/organización & administración , Práctica de Grupo/tendencias , Sector de Atención de Salud/tendencias , Administración de la Práctica Médica/tendencias , Corporaciones Profesionales/tendencias , Centros Médicos Académicos/economía , Centros Médicos Académicos/organización & administración , Centers for Medicare and Medicaid Services, U.S. , Comercio/economía , Comercio/tendencias , Prestación Integrada de Atención de Salud/economía , Prestación Integrada de Atención de Salud/normas , Economía Médica , Práctica de Grupo/economía , Programas Controlados de Atención en Salud/economía , Programas Controlados de Atención en Salud/organización & administración , Medicina/organización & administración , Innovación Organizacional , Administración de la Práctica Médica/economía , Corporaciones Profesionales/economía , Especialización , Estados Unidos
9.
Med Group Manage J ; 44(6): 44-8, 1997.
Artículo en Inglés | MEDLINE | ID: mdl-10174083

RESUMEN

McManis Associates, a nationally known health care consulting firm, and MGMA sponsored a round table for executives from leading medical groups across the country in May 1997. The purpose of the session was to share thoughts and insights related to creating successful medical groups, with a special focus on how medical groups approach partnerships and what makes those partnerships successes or failures. This article briefly profiles the round table participants and their organizations, summarizes the highlights of the discussion that took place and synthesizes the information into lessons learned that may be applicable to others.


Asunto(s)
Prestación Integrada de Atención de Salud/tendencias , Práctica de Grupo/tendencias , Prestación Integrada de Atención de Salud/organización & administración , Grupos Focales , Práctica de Grupo/organización & administración , Práctica de Grupo/normas , Programas Controlados de Atención en Salud/organización & administración , Programas Controlados de Atención en Salud/tendencias , Planes de Incentivos para los Médicos , Técnicas de Planificación , Estados Unidos
10.
Med Group Manage J ; 44(4): 64-6, 68, 1997.
Artículo en Inglés | MEDLINE | ID: mdl-10169122

RESUMEN

Preparing for the annual conference, members of the 1996 Annual Conference Committee traveled the country interviewing members. They discovered innovative work in rural and urban settings, multispecialty practice and physician-directed insurance companies. Richard Hansen presents his snapshots from the trip.


Asunto(s)
Práctica de Grupo/organización & administración , Encuestas de Atención de la Salud , Sociedades Médicas , Servicios de Salud Comunitaria , Prestación Integrada de Atención de Salud , Práctica de Grupo/tendencias , Humanos , Seguro de Servicios Médicos , Servicios de Salud Rural , Estados Unidos , Servicios Urbanos de Salud
12.
Healthc Financ Manage ; 51(4): 98-9, 101-3, 1997 Apr.
Artículo en Inglés | MEDLINE | ID: mdl-10166285

RESUMEN

Physician equity alliances are becoming attractive alternatives to PHOs as integrative models for partnering with physicians, securing managed care contracts and increasing revenue. Unlike many PHOs, these alliances provide mechanisms for asset integration and long-term relationships along with utilization management, sophisticated information systems, access to capital and opportunities for physicians to integrate clinically. There are six major types of physician equity alliances: majority physician-owned, clinic without walls, health system joint venture, publicly held physician practice management company, specialty network, and venture capital. The type of alliance that a physician group practice ultimately develops depends on vision, values, method of capitalization, initial organizer of the alliance, level of involvement of physicians in business issues, corporate structure desired, and characteristics of the managed care market in which the alliance will operate.


Asunto(s)
Redes Comunitarias/organización & administración , Práctica de Grupo/organización & administración , Asociaciones de Práctica Independiente/organización & administración , Administración de la Práctica Médica/organización & administración , Financiación del Capital , Redes Comunitarias/clasificación , Redes Comunitarias/economía , Prestación Integrada de Atención de Salud/tendencias , Práctica de Grupo/economía , Práctica de Grupo/tendencias , Convenios Médico-Hospital , Humanos , Asociaciones de Práctica Independiente/economía , Modelos Organizacionales , Propiedad , Administración de la Práctica Médica/economía , Estados Unidos
15.
Med Group Manage J ; 42(6): 42, 44, 46 passim, 1995.
Artículo en Inglés | MEDLINE | ID: mdl-10184472

RESUMEN

McManis Associates, a health care management consulting firm, recently gathered several medical group practice leaders for an informal discussion of integration and other key trends affecting medical groups. The goal of this "Forum for Medical Group Practice Leaders" was to elicit candid discussion among a small group of executives (who are in key positions in medical group practices), identify some of the key strategic issues they are facing and encourage them to share their opinions and experiences. The forum participants come from diverse backgrounds, a wide range of geographic locations and many different types of professional settings, including a single specialty medical group; independent, physician-owned multispecialty groups; an integrated medical center with its own hospital; the physician component of a large, integrated, multi-hospital system; and the leadership of the Medical Group Management Association (MGMA). The discussion was facilitated by Gerald L. McManis, president of McManis Associates, Inc., Louis Pavia Jr., senior vice president, and F. Kenneth Ackerman Jr., FACMPE, principal associate with the management consulting firm. This article provides a summary of the forum's proceedings, and the executive views and opinions of some of the key issues and challenges facing medical group practices today, including integration initiatives, governance, access to capital, critical success factors for group practices, as well as trends and projections for the future.


Asunto(s)
Prestación Integrada de Atención de Salud/organización & administración , Práctica de Grupo/tendencias , Financiación del Capital , Prestación Integrada de Atención de Salud/economía , Consejo Directivo/normas , Convenios Médico-Hospital/economía , Convenios Médico-Hospital/organización & administración , Convenios Médico-Hospital/tendencias , Liderazgo , Objetivos Organizacionales , Estados Unidos
16.
Med Group Manage J ; 42(5): 36, 38-43, 76-8, 1995.
Artículo en Inglés | MEDLINE | ID: mdl-10161246

RESUMEN

This article, third in a series addressing stakeholder management, presents preliminary findings of Round Two data from the "Facing the Uncertain Future" study. One purpose of this study is to determine how experts define key stakeholders of medical group practices now and how these stakeholders might change by the year 2000. This analysis highlights a comparison of two expert panels: medical practice executives (MPEs) and physician executives (PEs). The purpose was to ascertain whether or not MPE and PE perspectives for the present and predictions for the future differed on a series of key issues. The key issues discussed are: organizational goals, who will be responsible for managing the organization towards these goals, assessment of the external environment and identification of key stakeholders. MPEs and PEs, with the exception of the physician manager and several current organizational goals, view the present similarly and also showed convergence in their predictions for 2000. Despite different training and career experiences, our analysis found that MPEs and PEs view the present and future in surprisingly similar ways. As a result, MPEs and PEs are encouraged to be less preoccupied with perceived differences in perspective and, instead, focus their energies on developing clear strategies and specific tactics to strengthen their organization's position in this turbulent environment.


Asunto(s)
Prestación Integrada de Atención de Salud/organización & administración , Práctica de Grupo/organización & administración , Ejecutivos Médicos , Práctica de Grupo/economía , Práctica de Grupo/tendencias , Inversiones en Salud , Objetivos Organizacionales , Propiedad , Administración de la Práctica Médica/organización & administración , Estados Unidos
18.
Med Group Manage J ; 42(3): 16-8, 20-1, 1995.
Artículo en Inglés | MEDLINE | ID: mdl-10155930

RESUMEN

Authors summarize preliminary results from the first round of a two-round modified Delphi study called "Facing the Uncertain Future." Health care experts were asked to comment on the status of the health care industry in 1994 when the study began and their predictions for change by 1999. Major findings based on the 580 responses received include: (1) the continued movement of the U.S. health care industry from a primarily private insurance industry to one in which medical groups and hospitals will be members of integrated delivery systems/networks (IDS/N); (2) the increasing dominance of the components of IDS/Ns in 1999 (components are defined as: medical practices, system hospitals, managed care organizations and IDS/Ns); and (3) the potential effects of IDS/Ns on the health care industry, including: increases in cost effectiveness, quality of administrative management and the quality of physician leadership, as well as decreases in availability of advanced medical technology and the duplication of ancillary services, facilities and equipment. The study is being conducted jointly by the Medical Group Management Association and Texas Tech University with funding from Abbott Laboratories.


Asunto(s)
Prestación Integrada de Atención de Salud/tendencias , Predicción , Práctica de Grupo/tendencias , Prestación Integrada de Atención de Salud/organización & administración , Técnica Delphi , Práctica de Grupo/organización & administración , Planificación en Salud/tendencias , Investigación sobre Servicios de Salud , Inversiones en Salud , Modelos Organizacionales , Administración de la Práctica Médica/tendencias , Encuestas y Cuestionarios , Estados Unidos
19.
Physician Exec ; 21(2): 25-7, 1995 Feb.
Artículo en Inglés | MEDLINE | ID: mdl-10140216

RESUMEN

Robert Jamplis, MD, FACPE, has been President and CEO of the Palo Alto Medical Foundation for the past 30 years. During those years, he has led his group through many of the changes that are just occurring in other medical group practices--movement away from long hospital stays and toward large integrated health care systems. In an interview conducted late in 1994, the author asked Dr. Jamplis to describe the major changes that have taken place in his organization during his tenure and the leadership skills he used to make them happen. His comments are summarized in the following report.


Asunto(s)
Práctica de Grupo/tendencias , Liderazgo , Innovación Organizacional , California , Toma de Decisiones en la Organización , Fundaciones/organización & administración , Integración de Sistemas
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