RESUMEN
When the concept of integrated delivery began gaining popularity throughout the healthare field, some healthcare executies saw it as the solution for organizations struggling to contain rapidly rising costs. Others hoped that joining integrated delivery systems would help preserve smaller organizations that could not otherwise compete with larger providers in the same area. And many in healthcare thought that it had the potential to dramatically enhance quality of care and promote wellness. As integration becomes increasingly common, the practice is coming under heavy criticism from those who say it has not lived up to expectatations. At the same time, however, systems that are seeing success with integrated delivery are singing its praises. "The jury is still out on the effectiveness of integrated delivery systems," says Austin Ross, FACHE, a professor at the University of Washington's School of Public Health, Seattle. "So far, they have a spotty record. There have been some serious failures, but some positive things are taking place, too." Some experts say that integrated delivery systems are doomed; others believe there are good reasons to be optimistic. So is the glass half empty or half full?
Asunto(s)
Prestación Integrada de Atención de Salud/organización & administración , Instituciones de Atención Ambulatoria/estadística & datos numéricos , Ocupación de Camas/estadística & datos numéricos , Benchmarking , Prestación Integrada de Atención de Salud/estadística & datos numéricos , Eficiencia Organizacional , Estudios de Evaluación como Asunto , Tiempo de Internación/estadística & datos numéricos , Modelos Organizacionales , Afiliación Organizacional , Objetivos Organizacionales , Admisión del Paciente/estadística & datos numéricos , Calidad de la Atención de Salud , Estados UnidosAsunto(s)
Movilidad Laboral , Empleo/tendencias , Administradores de Instituciones de Salud/tendencias , Ejecutivos Médicos/tendencias , Recolección de Datos , Empleo/economía , Predicción , Adhesión a Directriz , Sector de Atención de Salud/tendencias , Administradores de Instituciones de Salud/economía , Administradores de Instituciones de Salud/estadística & datos numéricos , Administración de los Servicios de Salud/tendencias , Humanos , Sistemas de Información/organización & administración , Ejecutivos Médicos/economía , Ejecutivos Médicos/estadística & datos numéricos , Salarios y Beneficios/estadística & datos numéricos , Estados UnidosAsunto(s)
Accesibilidad a los Servicios de Salud/organización & administración , Modelos Organizacionales , Derivación y Consulta/organización & administración , Capitación , Economía Médica , Sistemas Prepagos de Salud/economía , Sistemas Prepagos de Salud/organización & administración , Grupo de Atención al Paciente , Rol del Médico , Organizaciones del Seguro de Salud/economía , Organizaciones del Seguro de Salud/organización & administración , Derivación y Consulta/tendencias , Especialización , Estados UnidosRESUMEN
As the role of technology in healthcare management and delivery continues to expand, the market for qualified chief information officers grows ever more competitive. Management teams in the market for a CIO must choose quickly-but they must also choose wisely.
Asunto(s)
Personal Administrativo/normas , Sistemas de Información , Selección de Personal/métodos , Toma de Decisiones , Humanos , Gestión de la Información/normas , Sistemas de Información/organización & administración , Equipos de Administración Institucional , Liderazgo , Informática Médica/tendencias , Competencia Profesional , Recursos HumanosRESUMEN
Under pressure from senior management to do more with less, middle managers are faced with the difficult task of reducing costs while improving processes and enhancing service. Meanwhile, as organizations flatten their hierarchies, many middle managers are assuming more responsibilities and supervising larger staffs with increasingly diverse needs and abilities. With demands from people both above and below them in the organization, middle managers would seem to be in a tough place. Yet many healthcare executives are finding success and career fulfillment as middle managers in today's healthcare environment.
Asunto(s)
Administradores de Hospital/normas , Liderazgo , Humanos , Objetivos Organizacionales , Lealtad del Personal , Competencia Profesional , Responsabilidad Social , Estados UnidosRESUMEN
As the focus in healthcare delivery shifts to building a seamless continuum of care, many organizations are turning to integrated delivery systems as a way to provide high-quality healthcare while keeping costs down. Although these systems can take many forms, they often encounter similar roadblocks once the components are put into place. Healthcare Executive talked with several consultants and healthcare executives about some of the challenges you can address before and during integration to help you avoid those roadblocks later.