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There is a transformation of equity occurring in the health care industry with hospitals and health systems purchasing physician practices. As traditional hospital structures meet the entrepreneurial physician manager in today's rapidly changing environment, numerous transitional challenges are emerging. Medical Staff Integration: Transactions and
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There is a transformation of equity occurring in the health care industry with hospitals and health systems purchasing physician practices. As traditional hospital structures meet the entrepreneurial physician manager in today's rapidly changing environment, numerous transitional challenges are emerging. Medical Staff Integration: Transactions and
Dieser Download kann aus rechtlichen Gründen nur mit Rechnungsadresse in A, B, BG, CY, CZ, D, DK, EW, E, FIN, F, GR, HR, H, IRL, I, LT, L, LR, M, NL, PL, P, R, S, SLO, SK ausgeliefert werden.
Produktdetails
- Produktdetails
- Verlag: Taylor & Francis
- Seitenzahl: 246
- Erscheinungstermin: 14. Oktober 2014
- Englisch
- ISBN-13: 9781466592971
- Artikelnr.: 57082197
- Verlag: Taylor & Francis
- Seitenzahl: 246
- Erscheinungstermin: 14. Oktober 2014
- Englisch
- ISBN-13: 9781466592971
- Artikelnr.: 57082197
Mike La Penna has been a consultant to physician groups and hospitals for more than 25 years. He has served in a number of board positions on health care organizations and community service organizations. He has been an executive in both nonprofit and for-profit health care environments. Mike is a graduate of the University of Chicago's Graduate School of Business, where he earned an MBA and a certificate in health care administration. He has a BA in economics from Western Michigan University, and he has held faculty positions in both undergraduate and graduate business programs. Mike's expertise includes strategic planning, payer negotiation, real estate ventures, product branding, independent provider association (IPA)/physician-hospital organization (PHO) development and management, equity and risk arrangements, technology applications, faculty group practice plans, and merger, acquisition, and divestiture strategies. The La Penna Group, Inc. was founded in 1987 to provide business consulting services to physicians, hospitals, and health care delivery systems. It has also worked with industry and with governmental units to develop solutions for a variety of health care delivery situations. He has been an advisor to numerous national associations and authored numerous articles on health care trends, physician practice management, and network development. He has commented on health care for numerous publications and news outlets, including Crain's, the Wall Street Journal, the New York Times, and NPR. Mr. La Penna is an advisor to some of the worlds largest health care delivery organizations and to numerous Fortune 100 firms.
Conceptualizing New Models of Care Based on Traditional Structures. Does
Anyone Know the Definition of Integration? Does What We Have Now Actually
Work? Ignoring Fundamentals Will Produce Unwanted Results. Where Are We
Headed and What Will Get Us There? The Basic PHO (Joint Governance) or IPA
(Independence). The MSO (Services). Co-Management Programs (Partnership).
Contracts and Subcontracts (Managing Relationships). Sponsored Practices
and Hired Practitioners (Employment). Align the Correct Solution Supported
by Effective Communications. Recognize the Different Parties to the
Transaction. Address Issues of Colleagues, Culture, and Politics. Discern
between Patient Management and Practice Management. Separate the
Transactional Issues from the Transitional Process. Establish Fundamental
Standards and Link These Standards to Definitive Policies. Align the
Compensation with the Programming. Developing a Core Set of Strategic
Issues. Is There a Clear Value Proposition? Build an Organization That Can
Learn and Transform Itself. To Understand Success, Study Failure. Appendix:
Samples and Examples.
Anyone Know the Definition of Integration? Does What We Have Now Actually
Work? Ignoring Fundamentals Will Produce Unwanted Results. Where Are We
Headed and What Will Get Us There? The Basic PHO (Joint Governance) or IPA
(Independence). The MSO (Services). Co-Management Programs (Partnership).
Contracts and Subcontracts (Managing Relationships). Sponsored Practices
and Hired Practitioners (Employment). Align the Correct Solution Supported
by Effective Communications. Recognize the Different Parties to the
Transaction. Address Issues of Colleagues, Culture, and Politics. Discern
between Patient Management and Practice Management. Separate the
Transactional Issues from the Transitional Process. Establish Fundamental
Standards and Link These Standards to Definitive Policies. Align the
Compensation with the Programming. Developing a Core Set of Strategic
Issues. Is There a Clear Value Proposition? Build an Organization That Can
Learn and Transform Itself. To Understand Success, Study Failure. Appendix:
Samples and Examples.
Conceptualizing New Models of Care Based on Traditional Structures. Does
Anyone Know the Definition of Integration? Does What We Have Now Actually
Work? Ignoring Fundamentals Will Produce Unwanted Results. Where Are We
Headed and What Will Get Us There? The Basic PHO (Joint Governance) or IPA
(Independence). The MSO (Services). Co-Management Programs (Partnership).
Contracts and Subcontracts (Managing Relationships). Sponsored Practices
and Hired Practitioners (Employment). Align the Correct Solution Supported
by Effective Communications. Recognize the Different Parties to the
Transaction. Address Issues of Colleagues, Culture, and Politics. Discern
between Patient Management and Practice Management. Separate the
Transactional Issues from the Transitional Process. Establish Fundamental
Standards and Link These Standards to Definitive Policies. Align the
Compensation with the Programming. Developing a Core Set of Strategic
Issues. Is There a Clear Value Proposition? Build an Organization That Can
Learn and Transform Itself. To Understand Success, Study Failure. Appendix:
Samples and Examples.
Anyone Know the Definition of Integration? Does What We Have Now Actually
Work? Ignoring Fundamentals Will Produce Unwanted Results. Where Are We
Headed and What Will Get Us There? The Basic PHO (Joint Governance) or IPA
(Independence). The MSO (Services). Co-Management Programs (Partnership).
Contracts and Subcontracts (Managing Relationships). Sponsored Practices
and Hired Practitioners (Employment). Align the Correct Solution Supported
by Effective Communications. Recognize the Different Parties to the
Transaction. Address Issues of Colleagues, Culture, and Politics. Discern
between Patient Management and Practice Management. Separate the
Transactional Issues from the Transitional Process. Establish Fundamental
Standards and Link These Standards to Definitive Policies. Align the
Compensation with the Programming. Developing a Core Set of Strategic
Issues. Is There a Clear Value Proposition? Build an Organization That Can
Learn and Transform Itself. To Understand Success, Study Failure. Appendix:
Samples and Examples.