메뉴 건너뛰기




Volumn 22, Issue 2, 2009, Pages 191-198

Should I get a Master of Business Administration? The anesthesiologist with education training: Training options and professional opportunities

Author keywords

Career; Executive; Maste's Degree in Business Administration; Physician

Indexed keywords

ANESTHESIST; CLINICAL MEDICINE; CLINICAL PRACTICE; COMMERCIAL PHENOMENA; CONSULTATION; DECISION MAKING; DRUG INDUSTRY; EDUCATION PROGRAM; FINANCIAL MANAGEMENT; HOSPITAL MANAGEMENT; HUMAN; MANAGER; MEDICAL PRACTICE; MEDICAL SCHOOL; MEDICINE; OPERATING ROOM; POSTGRADUATE EDUCATION; PRIORITY JOURNAL; PROFESSIONAL PRACTICE; REVIEW; TRAINING; UNIVERSITY HOSPITAL;

EID: 68049085797     PISSN: 09527907     EISSN: None     Source Type: Journal    
DOI: 10.1097/ACO.0b013e3283232c4e     Document Type: Review
Times cited : (16)

References (18)
  • 1
    • 0030294407 scopus 로고    scopus 로고
    • The MBA mystique
    • Lyons MF. The MBA mystique. Physician Exec 1996; 22:39-41.
    • (1996) Physician Exec , vol.22 , pp. 39-41
    • Lyons, M.F.1
  • 2
    • 15044340878 scopus 로고    scopus 로고
    • The traitor complex: MD/MBA students struggle with medicine vs. management dilemma
    • Sherrill, Windsor W. The traitor complex: MD/MBA students struggle with medicine vs. management dilemma. Physician Exec 2005; 31:48-49.
    • (2005) Physician Exec , vol.31 , pp. 48-49
    • Sherrill1    Windsor, W.2
  • 3
    • 33846837315 scopus 로고    scopus 로고
    • An MBA: The utility and effect on physicians' careers
    • This nice study reported that MD/MBAs stated the most valuable skills they learned were: evaluating systems operations and implementing improvements, providing effective leadership, comprehending financial principles, working within a team setting, and negotiating effectively
    • Parekh SG, Singh B. An MBA: the utility and effect on physicians' careers. J Bone Joint Surg Am 2007; 89:442-447. This nice study reported that MD/MBAs stated the most valuable skills they learned were: evaluating systems operations and implementing improvements, providing effective leadership, comprehending financial principles, working within a team setting, and negotiating effectively.
    • (2007) J Bone Joint Surg Am , vol.89 , pp. 442-447
    • Parekh, S.G.1    Singh, B.2
  • 4
    • 39149107134 scopus 로고    scopus 로고
    • Weeks WB, Lazarus A, Wallace AE. Is a management degree worth the investment for physicians? A survey of members of the American College of Physician Executives. J Med Pract Manage 2008; 23:232-237. This Dartmouth survey study found that primary care physicians stood to gain more from formal management education relative to specialists from a return on investment perspective. The authors also suggest the presence of a 'glass ceiling' for female physician executives as they had approximately 20% lower incomes than male physicians.
    • Weeks WB, Lazarus A, Wallace AE. Is a management degree worth the investment for physicians? A survey of members of the American College of Physician Executives. J Med Pract Manage 2008; 23:232-237. This Dartmouth survey study found that primary care physicians stood to gain more from formal management education relative to specialists from a return on investment perspective. The authors also suggest the presence of a 'glass ceiling' for female physician executives as they had approximately 20% lower incomes than male physicians.
  • 5
    • 0035288271 scopus 로고    scopus 로고
    • Tolerance of ambiguity among MD/MBA students: Implications for management potential
    • Sherill WW. Tolerance of ambiguity among MD/MBA students: implications for management potential. J Contin Educ Health Prof 2001; 21:117-122.
    • (2001) J Contin Educ Health Prof , vol.21 , pp. 117-122
    • Sherill, W.W.1
  • 6
    • 0037345539 scopus 로고    scopus 로고
    • Larson DB, Chandler M, Forman HP. MD/MBA programs in the United States: evidence of a change in healthcare leadership. Acad Med 2003; 78:335-341.
    • Larson DB, Chandler M, Forman HP. MD/MBA programs in the United States: evidence of a change in healthcare leadership. Acad Med 2003; 78:335-341.
  • 7
    • 32844475259 scopus 로고    scopus 로고
    • Management training of physician executives, their leadership style, and care management performance: An empirical study
    • Xirasagar S, Samuels ME, Curtin TF. Management training of physician executives, their leadership style, and care management performance: an empirical study. Am J Manage Care 2006; 12:101-108.
    • (2006) Am J Manage Care , vol.12 , pp. 101-108
    • Xirasagar, S.1    Samuels, M.E.2    Curtin, T.F.3
  • 8
    • 37649022733 scopus 로고    scopus 로고
    • Beyond the dual degree: development of a five-year program in leadership for medical undergraduates. Acad Med 2008; 83:52-58. The authors provide an example of a program that integrates undergraduate medical education with leadership education e.g. interpersonal communication, relationship building, strategic thinking, and change advocacy
    • Crites GE, Ebert JR, Schuster RJ. Beyond the dual degree: development of a five-year program in leadership for medical undergraduates. Acad Med 2008; 83:52-58. The authors provide an example of a program that integrates undergraduate medical education with leadership education (e.g. interpersonal communication, relationship building, strategic thinking, and change advocacy).
    • Crites, G.E.1    Ebert, J.R.2    Schuster, R.J.3
  • 9
    • 0036786602 scopus 로고    scopus 로고
    • Development criteria for academic leadership in anesthesiology: Have they changed?
    • Warters RD, Katz J, Szmuk P, et al. Development criteria for academic leadership in anesthesiology: have they changed? Anesth Analg 2002; 95:1019-1023.
    • (2002) Anesth Analg , vol.95 , pp. 1019-1023
    • Warters, R.D.1    Katz, J.2    Szmuk, P.3
  • 10
    • 0042348013 scopus 로고    scopus 로고
    • Professional artist, good Samaritan, servant and co-ordinator: Four ways of understanding the anaesthetist's work
    • Larsson J, Holmström I, Rosenqvist U. Professional artist, good Samaritan, servant and co-ordinator: four ways of understanding the anaesthetist's work. Acta Anaesthesiol Scand 2003; 47:787-793.
    • (2003) Acta Anaesthesiol Scand , vol.47 , pp. 787-793
    • Larsson, J.1    Holmström, I.2    Rosenqvist, U.3
  • 11
    • 42449152400 scopus 로고    scopus 로고
    • Jankovic MP, Kaufmann M, Kindler CH. Active research fields in anesthesia: a document co-citation analysis of the anesthetic literature. Anesth Analg 2008; 106:1524-1533. On the basis of the number and quality of papers published, operating room management was found to be the eighth out of 46 most active current research fields in anesthesiology.
    • Jankovic MP, Kaufmann M, Kindler CH. Active research fields in anesthesia: a document co-citation analysis of the anesthetic literature. Anesth Analg 2008; 106:1524-1533. On the basis of the number and quality of papers published, operating room management was found to be the eighth out of 46 most active current research fields in anesthesiology.
  • 12
    • 33746634306 scopus 로고    scopus 로고
    • Are your hospital operating rooms 'efficient'? A scoring system with eight performance indicators
    • Macario A. Are your hospital operating rooms 'efficient'? A scoring system with eight performance indicators. Anesthesiology 2006; 105:237-240.
    • (2006) Anesthesiology , vol.105 , pp. 237-240
    • Macario, A.1
  • 13
    • 38649125862 scopus 로고    scopus 로고
    • Physician as hospital chief executive officer
    • This study correctly points out that the vast majority of the hospitals in the United States are led by nonphysicians, which is in sharp contrast to the turn of the 20th century, when a third of hospitals were physician led
    • Falcone RE, Satiani B. Physician as hospital chief executive officer. Vasc Endovasc Surg 2008; 42:88-94. This study correctly points out that the vast majority of the hospitals in the United States are led by nonphysicians, which is in sharp contrast to the turn of the 20th century, when a third of hospitals were physician led.
    • (2008) Vasc Endovasc Surg , vol.42 , pp. 88-94
    • Falcone, R.E.1    Satiani, B.2
  • 14
    • 33646370988 scopus 로고    scopus 로고
    • Climbing the ladder to CEO part II: Leadership and business acumen
    • Kaplan A. Climbing the ladder to CEO part II: leadership and business acumen. Physician Exec 2006; 32:48-50.
    • (2006) Physician Exec , vol.32 , pp. 48-50
    • Kaplan, A.1
  • 15
    • 33847290781 scopus 로고    scopus 로고
    • Longnecker DE, Patton M, Dickler RM. Roles and responsibilities of chief medical officers in member organizations of the Association of American Medical Colleges. Acad Med 2007; 82:258-263. The majority of administrative effort for CMOs was found to involve quality and safety (31%), coordination of clinical care (21%), and graduate medical education (9%).
    • Longnecker DE, Patton M, Dickler RM. Roles and responsibilities of chief medical officers in member organizations of the Association of American Medical Colleges. Acad Med 2007; 82:258-263. The majority of administrative effort for CMOs was found to involve quality and safety (31%), coordination of clinical care (21%), and graduate medical education (9%).
  • 16
    • 33747612623 scopus 로고    scopus 로고
    • Emotional intelligence: Impact on leadership capabilities
    • Gewertz BL. Emotional intelligence: impact on leadership capabilities. Arch Surg 2006; 141:812-814.
    • (2006) Arch Surg , vol.141 , pp. 812-814
    • Gewertz, B.L.1
  • 17
    • 43049132517 scopus 로고    scopus 로고
    • Rich EC, Magrane D, Kirch DG. Qualities of the medical school dean: insights from the literature. Acad Med 2008; 83:483-487. Deans are now expected to be competent managers and visionary leaders within a complex environment of often-competing missions of education, research, and clinical care. A variety of external constituents, such as local and state governments, university partners, and national accreditation agencies, also make for difficult challenges.
    • Rich EC, Magrane D, Kirch DG. Qualities of the medical school dean: insights from the literature. Acad Med 2008; 83:483-487. Deans are now expected to be competent managers and visionary leaders within a complex environment of often-competing missions of education, research, and clinical care. A variety of external constituents, such as local and state governments, university partners, and national accreditation agencies, also make for difficult challenges.
  • 18
    • 0032695354 scopus 로고    scopus 로고
    • The paradox of legitimacy: Physician executives and the practice of medicine
    • Hoff TJ. The paradox of legitimacy: physician executives and the practice of medicine. Healthcare Manage Rev 1999; 24:54-64.
    • (1999) Healthcare Manage Rev , vol.24 , pp. 54-64
    • Hoff, T.J.1


* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.