{"title":"The decline of a 15-year incline. The impact of financial trends on medical imaging.","authors":"C N Wilson, A C Meadors, B Hobbs","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":79550,"journal":{"name":"Administrative radiology : AR","volume":"14 4","pages":"24-8"},"PeriodicalIF":0.0,"publicationDate":"1995-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21014486","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Inverting the pyramid--healthcare management for the year 2000.","authors":"W Hendee","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":79550,"journal":{"name":"Administrative radiology : AR","volume":"14 4","pages":"21-3"},"PeriodicalIF":0.0,"publicationDate":"1995-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21014485","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Hospitals & healthcare aren't what they used to be.","authors":"R Davidson","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":79550,"journal":{"name":"Administrative radiology : AR","volume":"14 3","pages":"20-2"},"PeriodicalIF":0.0,"publicationDate":"1995-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21014353","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In summary, a dual-group in-hospital Radiology practice by two competing groups is not only feasible, it is indeed a very viable and practical option, capable of producing numerous benefits to patients, practitioners, staffers and facilities. For the model to succeed, there has to be full cooperation on the part of the hospital administrative staff coupled with their firm mandate to facilitate such a progressive practice. Once the process is clearly and carefully explained to the support staff, with well-defined instructions and ground rules, implementation of the model becomes a matter of following a carefully detailed plan of operation. Our experience with this unique alignment produced challenges for all involved. Our Radiologists were tasked to evolve their practice techniques. As well, all our staff and administration were called to redesign, adapt and utilized at St. Elizabeth's Hospital. In our own way, we see our process of assessment, adaptation and implementation of the dual-group model as a schematic for the wellness of Radiology and perhaps even all of Medicine. Our unified focus to achieve a common goal for the good of all, most particularly our patients, has led us through the fog of fear and trepidation into the clarity of reward. Vision becomes reality through individual effort; and all who come through the doors of St. Elizabeth's, now reap its numerable rewards. And most particularly for our healthcare recipients, the one year experience of two competing groups of radiologists working side by side within the Radiology Department of a single hospital, without an exclusive contract, indicates that the model is successful and has no negative impact on patientcare.
{"title":"Innovative automation: the competitive/collaborative human factor.","authors":"U Vaisman, F Kamrath, K Foth","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>In summary, a dual-group in-hospital Radiology practice by two competing groups is not only feasible, it is indeed a very viable and practical option, capable of producing numerous benefits to patients, practitioners, staffers and facilities. For the model to succeed, there has to be full cooperation on the part of the hospital administrative staff coupled with their firm mandate to facilitate such a progressive practice. Once the process is clearly and carefully explained to the support staff, with well-defined instructions and ground rules, implementation of the model becomes a matter of following a carefully detailed plan of operation. Our experience with this unique alignment produced challenges for all involved. Our Radiologists were tasked to evolve their practice techniques. As well, all our staff and administration were called to redesign, adapt and utilized at St. Elizabeth's Hospital. In our own way, we see our process of assessment, adaptation and implementation of the dual-group model as a schematic for the wellness of Radiology and perhaps even all of Medicine. Our unified focus to achieve a common goal for the good of all, most particularly our patients, has led us through the fog of fear and trepidation into the clarity of reward. Vision becomes reality through individual effort; and all who come through the doors of St. Elizabeth's, now reap its numerable rewards. And most particularly for our healthcare recipients, the one year experience of two competing groups of radiologists working side by side within the Radiology Department of a single hospital, without an exclusive contract, indicates that the model is successful and has no negative impact on patientcare.</p>","PeriodicalId":79550,"journal":{"name":"Administrative radiology : AR","volume":"14 3","pages":"23-7"},"PeriodicalIF":0.0,"publicationDate":"1995-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21014354","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Why is cost a keystone to managed care contracting?","authors":"R S Scott","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":79550,"journal":{"name":"Administrative radiology : AR","volume":"14 3","pages":"42-3"},"PeriodicalIF":0.0,"publicationDate":"1995-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21014357","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Change is reality and the strategic decisions which are made by hospital leadership will largely determine the ultimate success or demise of an institution into this new world of managed care and capitation. There is no magic formula or right answer as to what an institution needs to do to survive and succeed. However, certain strategies can increase the likelihood of success in the inevitable future of riddled with so many unknowns. As a healthcare and hospital leader you can either manage your own destiny or be managed by the market forces which will inevitably be thrust upon you and your organization.
{"title":"To manage or to be managed. This is a question?","authors":"L Trainer","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>Change is reality and the strategic decisions which are made by hospital leadership will largely determine the ultimate success or demise of an institution into this new world of managed care and capitation. There is no magic formula or right answer as to what an institution needs to do to survive and succeed. However, certain strategies can increase the likelihood of success in the inevitable future of riddled with so many unknowns. As a healthcare and hospital leader you can either manage your own destiny or be managed by the market forces which will inevitably be thrust upon you and your organization.</p>","PeriodicalId":79550,"journal":{"name":"Administrative radiology : AR","volume":"14 2","pages":"42-4"},"PeriodicalIF":0.0,"publicationDate":"1995-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21013780","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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