Healthcare Quarterly 4(1) September 2000 : 38-43.doi:10.12927/hcq.2000.20514
Over the past few decades, physicians have increasingly assumed executive roles in the U.S. healthcare system in various settings - managed care organizations, group practices, provider networks, hospitals, and integrated delivery systems. While it is not clear how far Canadian health policy and restructuring will move to introduce aspects of the marketplace reform to shape system change, certain features of the directions being taken in the United States, such as the application of population- based data to shape individual physician behaviour, transcend our boarders. In the United States, physician executives (PEs) have been a key part of initiating and implementing change. U.S. PE leadership is different from traditional physician leadership in healthcare organizations. Here, the work of PEs has two principal features: (1) organization and management (i.e., getting the job done by others) and (2) strategic planning (i.e., setting directions and strategies). In many respects the scope encompassed by these two features is very challenging, with the strategic view being very wide and the perspective achieved in organization and management close to the one experienced from the driver's seat. As detailed below, PEs in the United States engage in three very distinct areas of management:
- Knowledge management that pertains to core competencies and strategy.
- Value chain management.
- Change management.
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