The growth management plans for health is more than a few challenges for doctors today. Director of them: How can I avoid losses in the income statement.
Even when health care industry was $ 1 billion, or 14% of national production, 90 million Americans were kept in managed care plans, what doctors losing control on the sector health. Bye-bye autonomy. Hello pressure on Arzthonoraren.
What a doctor? Press books, advising a growing number of B-schools, the commercialization of new curricula help doctors hone their entrepreneurial skills and understanding of health management. The doctors seem to hear.
One of the most innovative two years, doctors Executive MBA (PEMBA) Program at the University of Tennessee, Knoxville. The 12 months, 40-hour program taught in classrooms and online, 25 or also teaches doctors, as Business-experts.
How to help these progams? To answer this question and others, Business Week Online journalist Nadav Enbar talked with Michael Stahl, association dean of the University of Tennessee, Knoxville’s College of Business Administration. Steel is director of Pemba, and co-editor of Physician’s Essential MBA: What every leader must know a doctor. Here is an edited version of his interview:
Q: Why do you need a doctor with an MBA?
A: I think I can be a reformulation of your question, because we’re not that all doctors must be graduates of MBA. It is [the University of Tennessee’s] position that since health care is one of the most rapidly changing in the country, doctors are concerned, a doctor in management positions should be a way to acquire the knowledge and skills or, as a guide for physicians. Often, that means something resembling equip an MBA, a physician with the knowledge and skills on the work of preventive health care and health care.
But we do not support that all doctors to follow MBAs. These doctors are interested first and foremost a clinical examination is strictly the role therein are only interested patients to see - we do not see that it is necessary for MBAs.
Q: Who exactly is a “chief doctor?”
A: We are talking about doctors, managers involved in a multiphysician practice. The day, the only doctor are numbered. We are talking here about doctors, monitor managerial positions, perhaps in an organizational framework of a hospital, as a director of a clinic, a division leader, Chief Medical Officer, or even a hospital president. The doctors worried doctor for managerial positions in other organizations, such as insurance companies and HMOs, or hospital management companies or individuals working for pharmaceutical companies, business and management knowledge and skills, the types of people we recommend that you follow an MBA.
Q: What types of management and leadership issues should be aware of doctors?
A: Rapid changes in the field of health care. These are changes in demand. There are changes in the financing and sources of funding. The federal government expects a greater portion of the costs of health care. There are changes in the field of contract law in question insurance companies and HMOs. These are changes in debts with customers regarding the performance and quality. These issues are such traditional bread and butter MBA, which you talk about strategy, strategic thinking, finance, marketing and customer requirements. They speak of operations, organizational structure, planning and economics.
Q: Given the changing health care Arena, MBA, the theme that you just described learned in medical school?
A: Well, again to the doctor is concerned, especially in a clinical role, we are not sure whether he or she needs the width and depth of knowledge and skills, would not be compatible with an MBA. Some of these issues - for example phases of Managed Care, a list that we have for you in our MBA program of policy analysis and ecological doubtless all doctors must know something, especially changes that may Managed Care bring to their markets.
Q: How does the University of Tennessee Physician’s Executive MBA (PEMBA) Programme Management negotiate and management skills?
A: When we started this program, [1997], we started with a blank sheet of paper. We have a group home than a dozen doctors in Chicago and Nashville. We interviewed eight leaders of the health sector, industry, and then, we have 25 telephone interviews with doctors call us when they heard that we have this programme. Based on these tests to determine the needs of physicians and management personnel in industry, we share an MBA program, where about 85% of content - Strategy, Marketing, Operations, finance, accounting, management , Organization, economic and continuous improvement of quality - is probably comparable to that of a generic MBA.
In the meantime, 15% of the programme is specially designed on the health care industry. So rather make a case as in the automotive industry, we are going to do a fall in the health care industry. Instead of a fall on Intel, I go to an event Merck. Instead of making a fall Saturn Corp., I am a case for the health sector self-rehabilitation Corp. ie the adaptation of the health industry in the cases and enforcement.
So obviously there is only an adaptation of peer relationships, because the program is only for doctors. The study, it happens, coffee and meals, if [students] in Knoxville, and networking and learning, will study online and groups in the classroom is phenomenal.