Hospitalists: who they are and what they do

The hospitalist movement is spreading like wildfire. Find out the latest statistics on hospitalists.     

Physician executives: where they are and what they do

As hospital operations become increasingly complex, so does the institution's management and organizational structure. Physician executives with titles of medical director, vice president for medical affairs, medical administrator, chief of staff, medical staff president, etc., are playing more important roles than ever before. This article will briefly review some recent literature describing physician executive profiles. The results from a survey of ten university teaching hospitals are also presented as supplementary information regarding current staffing models. Finally, several physician executive staffing-related issues will be discussed in light of the literature and the survey results.     

Why communities of practice succeed and why they fail

A specific form of intra-organizational networks – a community of practice (COP) – is increasingly regarded as an important structure within organizations. This network structure is well suited for the development and sharing of knowledge and practices across divisions. Our research explores the most salient reasons for the success and failure of such networks. An investigation of 57 COPs from major European and US companies led to the discovery of 10 “commandments” that lead to the successful development and sharing of best practices. It also identified five main reasons for failure.     

Lay representations of workplace stress: What do people really mean when they say they are stressed?

An individual's beliefs in relation to stress are likely to affect their perceptions, and hence their work-related actions (such as absenteeism). In this paper, lay representations of work stress were investigated utilising semi-structured interviews with 45 individuals from a range of occupations. The meaning of occupational stress, its antecedents and outcomes, and ways by which it may be managed were examined. Dominant factors were established through the use of thematic content analysis. Similarities and differences were found between lay and professional discourses on work stress. Results indicate that lay representations of occupational stress are multi-faceted. Little consensus was found in how participants interpreted the concept: a diverse range of personal, environmental, and societal factors was highlighted. A different (and arguably more complex) range of definitions of job stress and the manner in which it impacts on individuals was revealed than has been reported in previous studies. The causes of stress at work were perceived as being predominantly organisational, but the impact of stress on the employee was more salient than organisational outcomes. Paradoxically, secondary and tertiary stress management techniques were thought to be more effective than interventions designed to prevent stress at work. Interviewees with line management responsibility were more likely to emphasise individual responsibility for managing stress, most others maintained that the individual and the organisation are equally responsible. The potential value of examining lay representations of job stress to the discipline of Occupational Health Psychology is discussed and suggestions for future research are made.     

I can't believe they think I'd...

Many physician executives experience a personal jolt as they move to work in a very different relationship with their colleagues. What happens? How can we understand this phenomenon? What can we do to minimize the personal toll so often exacted by the transition to leadership? This paper will focus on these essential questions. The inevitable discomfort encountered during this learning curve, which can last from two months to two years, often comes as a surprise. Many physicians who have been elevated to leadership positions because of their success and interpersonal acceptance, have not had to struggle with this sense of being "a fish out of water" since very early in their professional careers. Unless there is someone in place to reassure and mentor, the resulting confusion can be quite unnerving, resulting in reflex defensiveness.     

The times, they are a changin'

Significant changes are taking place and will continue to take place in U.S. health care and medicine. Many of these changes are not, and will not be, to the benefit of physicians. Reduced personal autonomy, probably lower compensation than expected, fewer and less adequate resources, and overall significantly reduced power are some of the likely outcomes of the changes underway. Perhaps of greatest personal interest is the high likelihood of lack of employment in medicine for upwards of 200,000 physicians over the next 20 years.     

Corporate planning and operations research: Do they go together?

Corporate planners in 59 U.S. commercial banks responded to a questionnaire on the use of operations research methods in the planning activities of their bank. Based on the questionnaire responses, 39 of the banks were identified as users of operations research techniques in corporate planning. The 39 banks provided background information on their operations research activities in corporate planning with respect to techniques used, number of persons employed, general organization and overall results. In order to learn more about the performance of operations research planners, comparisons were made between the financial performance of the group of users and the group of non-users in the sample. The results suggest that U.S. banks using operations research methods in corporate planning are larger, but not necessarily more profitable, than other banks in the industry.     

Why do they repeat the same mistake？

When will the worldwide-class enterprise born in China？;How will Chinese companies win in the future？;Why do they repeat the same mistake？;Dieter Zetsche： making the proper policy is the leaders＇ responsibility;Tony Allan： Jabil Circuit doesn＇t pursuescale.     

Are they Surgeons? or are they Plumbers? Assessing the Role of Private Sector Consultants in Place Branding and Other Place-Based Economic Development Strategies

Public Organization Review - This study takes an in-depth look at the roles and utility of consultants in local economic development, focusing on whether there is ultimately a need for this...     

Strategy consultants—Do they add value?

To improve their strategy decision-making, managers have sought the assistance of strategy consultants. Strategy consultants differ in the degree to which they focus on content or process, the degree to which they are transactive or participative in their consulting approach and their level of specific expertise. Research on the benefits of strategy consulting is limited and inconclusive. While individual firms show concern about monitoring effectiveness, their approach is rarely comprehensive and often ignores measurement of company benefits. Recommendations for both clients and the profession are set out to improve the benefits of strategy consulting assignments.     

The modern prophets—How can they help us?

In this paper the author summarizes a number of futures research studies. He presents his views on the current problems in Western Europe and answers the question ‘What should companies do in order to survive the present economic crisis?’     

Quality circles—Are they working in British factories?

A survey of Quality Circle programmes in British manufacturing companies reveals that Circles introduced and used properly with full management and trade union support can and do work and have many benefits. The findings suggest that current management attitudes and actions are more detrimental to the establishment and success of a circle programme than that of the trade unions. Based on the findings, indications are made of the factors which will assist companies who are considering the introduction of a Quality Circle programme and also help those companies currently using Circles to make and keep them effective.     

What are dynamic capabilities and are they a useful construct in strategic management?

The dynamic capability perspective extends the resource-based view argument by addressing how valuable, rare, difficult to imitate and imperfectly substitutable resources can be created and how the current stock of valuable resources can be refreshed in changing environments. The concept of dynamic capabilities emerged in the 1990s, and the field has advanced considerably since. This paper presents a review as well as a synthesis of the extant literature. This synthesis first highlights, that dynamic capabilities are shaped by enabling and inhibiting variables within and outside the firm, including the perceptions and motivations of managers; secondly, it identifies processes that create dynamic capabilities; and thirdly, it explains that dynamic capabilities do not automatically lead to performance improvements. Finally, the paper addresses some areas of confusion and contradiction that hamper the development of the literature.     

Public planners and business investors—Why can't they collaborate?

Effective long-range investment plans covering international asset management will take into account not only the business environment but external factors, especially political and regulatory uncertainties, which can dampen profits and cash flows anticipated over the economic life of the projected investment. Although financial concession packages promoted by development agencies tend to compensate for some of these costs arising from uncertainties, this approach to industrial development is fraught with obstacles. A closer examination of one such program reveals why concessioned firms are leaving or failing, despite numerous advantages, and why the developement agency may be unable to offset future adverse trends.     

Are they lonely at the top? Social relationships and social support among Australian managers

This research tested the possibility that managers may be lonely at the top. A total of 572 Australian managers responded to a questionnaire-based survey. Results showed that social support was more frequently available from non-work relationships than from work relationships. The support available from work and non-work sources was also qualitatively different. Workplace relationships offered mainly distraction, whereas non-work sources also offered care, acceptance, and consolation. Within the workplace, co-workers were the primary source of support. Moreover, support for work stressors was received from within the workplace, or from a spouse or partner. However, support was seldom received from within the workplace for non-work stressors. Concerns about social relationships also contributed to most of the nominated stressful situations.     

Are they lonely at the top? Social relationships and social support among Australian managers

This research tested the possibility that managers may be lonely at the top. A total of 572 Australian managers responded to a questionnaire-based survey. Results showed that social support was more frequently available from non-work relationships than from work relationships. The support available from work and non-work sources was also qualitatively different. Workplace relationships offered mainly distraction, whereas non-work sources also offered care, acceptance, and consolation. Within the workplace, co-workers were the primary source of support. Moreover, support for work stressors was received from within the workplace, or from a spouse or partner. However, support was seldom received from within the workplace for non-work stressors. Concerns about social relationships also contributed to most of the nominated stressful situations.     

Judgments of Personal and Environmental Risks of Consumer Products—Do they Differ?

Many psychometric studies have investigated judgments concerning personal risks from technologies, activities or consumer products, but only a few studies have included judgments of risk to the environment. Thus, little is known about this aspect of environmental risk perception, and whether it differs from personal risk perception. This study investigates risk judgments for 30 consumer products of various types such as herbal remedies, mobile telephones, genetically engineered drugs, or garden pesticides. A survey was conducted in two German cities: Leipzig and West Berlin. In total, 408 subjects evaluated the consumer products with regard to personal and environmental risk (and other risk-related aspects) and whether they would recommend the product to others. The findings show statistically significant differences between the mean values of perceived personal risk and environmental risk for most products. Despite these differences, the rank order of mean personal risk and environmental risk judgments for the products is quite similar. However, separate analyses for each product reveal that correlations between perceived personal and environmental risk vary strongly across products. Multiple regression analyses with personal and environmental risk judgments as predictors and product recommendation as criterion, run separately for each consumer product, show that it is mainly the judgment of perceived personal risk that explains product recommendation. Perceived risk to the environment adds little explanatory power. The study also explores differences in judgments of personal and environmental risk with regard to two sociodemographic variables: location (former East Germany vs. West Germany) and gender. Differences in both types of risk judgments are found with regard to location but not for gender.