that a disruptive practitioner is, in fact, highly intelligent, clinically superior, even medically outstanding. However, the reason for his disruptiveness, his inability to get along with others, sometimes affects his clinical judgment. He is totally convinced
Training the future physician manager: Assessing the results
β Scribed by D.H. Cordes; Dorothy Foster Rea; Joseph L. Rea; anthony F. Vuturo
- Publisher
- Elsevier Science
- Year
- 1995
- Tongue
- English
- Weight
- 241 KB
- Volume
- 20
- Category
- Article
- ISSN
- 0925-7535
No coin nor oath required. For personal study only.
β¦ Synopsis
Occupational medicine residents at the University of Arizona have received formal academic and practicum training in administration since 1983. Training introduces computer skills, fiscal control, budgeting, personnel management, political or regulatory process, program development, and planning and organization. We asked physician graduates who completed program requirements from 1983-1991 to evaluate administrative training and applicability of training to current employment, and to report on their current job duties. Former residents graded program activities as preparation for management responsibilities: community-based rotations, a one-month administration rotation, committee work, administering a program, and residency training overall. Survey results underscore the importance of management training during residency years, since current job duties show such skills are required. However, since the survey indicates our attempts to foster acquisition of specific management skills have been only partially successful, continued and improved efforts in these training areas are necessary.
π SIMILAR VOLUMES
An increasing interest in requiring clinical accountability, i.e. direct economical and managerial involvement of physicians,can be witnessedin the US and the UK, representing two extremes on the axis of private versus public service provision. The development is also taking place in the Nordic coun