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1
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0030294407
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The MBA mystique
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Lyons MF. The MBA mystique. Physician Exec 1996; 22:39-41.
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(1996)
Physician Exec
, vol.22
, pp. 39-41
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Lyons, M.F.1
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2
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15044340878
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The traitor complex: MD/MBA students struggle with medicine vs. management dilemma
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Sherrill, Windsor W. The traitor complex: MD/MBA students struggle with medicine vs. management dilemma. Physician Exec 2005; 31:48-49.
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(2005)
Physician Exec
, vol.31
, pp. 48-49
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Sherrill1
Windsor, W.2
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3
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33846837315
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An MBA: The utility and effect on physicians' careers
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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
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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.
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(2007)
J Bone Joint Surg Am
, vol.89
, pp. 442-447
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Parekh, S.G.1
Singh, B.2
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4
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39149107134
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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.
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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.
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5
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0035288271
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Tolerance of ambiguity among MD/MBA students: Implications for management potential
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Sherill WW. Tolerance of ambiguity among MD/MBA students: implications for management potential. J Contin Educ Health Prof 2001; 21:117-122.
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(2001)
J Contin Educ Health Prof
, vol.21
, pp. 117-122
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Sherill, W.W.1
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6
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0037345539
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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.
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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.
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7
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32844475259
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Management training of physician executives, their leadership style, and care management performance: An empirical study
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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.
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(2006)
Am J Manage Care
, vol.12
, pp. 101-108
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Xirasagar, S.1
Samuels, M.E.2
Curtin, T.F.3
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8
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37649022733
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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
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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).
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Crites, G.E.1
Ebert, J.R.2
Schuster, R.J.3
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9
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0036786602
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Development criteria for academic leadership in anesthesiology: Have they changed?
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Warters RD, Katz J, Szmuk P, et al. Development criteria for academic leadership in anesthesiology: have they changed? Anesth Analg 2002; 95:1019-1023.
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(2002)
Anesth Analg
, vol.95
, pp. 1019-1023
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Warters, R.D.1
Katz, J.2
Szmuk, P.3
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10
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0042348013
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Professional artist, good Samaritan, servant and co-ordinator: Four ways of understanding the anaesthetist's work
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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.
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(2003)
Acta Anaesthesiol Scand
, vol.47
, pp. 787-793
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Larsson, J.1
Holmström, I.2
Rosenqvist, U.3
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11
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42449152400
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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.
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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.
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12
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33746634306
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Are your hospital operating rooms 'efficient'? A scoring system with eight performance indicators
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Macario A. Are your hospital operating rooms 'efficient'? A scoring system with eight performance indicators. Anesthesiology 2006; 105:237-240.
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(2006)
Anesthesiology
, vol.105
, pp. 237-240
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Macario, A.1
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13
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38649125862
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Physician as hospital chief executive officer
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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
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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.
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(2008)
Vasc Endovasc Surg
, vol.42
, pp. 88-94
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Falcone, R.E.1
Satiani, B.2
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14
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33646370988
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Climbing the ladder to CEO part II: Leadership and business acumen
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Kaplan A. Climbing the ladder to CEO part II: leadership and business acumen. Physician Exec 2006; 32:48-50.
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(2006)
Physician Exec
, vol.32
, pp. 48-50
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Kaplan, A.1
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15
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33847290781
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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%).
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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%).
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16
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33747612623
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Emotional intelligence: Impact on leadership capabilities
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Gewertz BL. Emotional intelligence: impact on leadership capabilities. Arch Surg 2006; 141:812-814.
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(2006)
Arch Surg
, vol.141
, pp. 812-814
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Gewertz, B.L.1
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17
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43049132517
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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.
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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.
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18
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0032695354
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The paradox of legitimacy: Physician executives and the practice of medicine
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Hoff TJ. The paradox of legitimacy: physician executives and the practice of medicine. Healthcare Manage Rev 1999; 24:54-64.
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(1999)
Healthcare Manage Rev
, vol.24
, pp. 54-64
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Hoff, T.J.1
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