In December 2014, Kevin Haeberle and Jane Groves presented a webinar on the trending topic: the shifting venues in healthcare delivery. They focused on providing insight on how organizations can plan today for tomorrow's healthcare leader in regard to this trend.
This document discusses the concepts of profession and professionalism. It defines a profession as having a specialized body of knowledge that enables members to perform a useful social function. Professions are influenced by values like duties, ethics, and economic outcomes. They are characterized by specialized knowledge, attitudes, social sanction, and a desire to serve society. Professional traits include knowledge, commitment to improvement, service orientation, and ethical decision-making. The document uses pharmacy as an example profession and outlines its knowledge base and roles in healthcare management. Professionalism refers to demonstrating appropriate attitudes and behaviors through altruism, accountability, excellence and duty.
This document discusses the importance of professionalism for doctors. It defines professionalism as using expertise, dedication, and skills to help patients while adhering to a set of values and standards. Key professional behaviors include commitment to learning, attention to patient care, empathy, accountability, and excellence. Unprofessional behaviors that can constitute malpractice include lying about qualifications, improper patient evaluation, gifts from pharmaceutical companies, and false certificates. Professionalism is promoted through mentoring, role models, and self-reflection, and can be evaluated through incident reports, peer assessments, and patient feedback.
Guide to Professional Success by Ravi KumudeshRavi Kumudesh
"Guide to Professional Success"
Management training for Allied Health Science internship
Lecture By, Ravi Kumudesh
President - Sri Lanka Society for Medical Laboratory Science
December 2, 2016 (1st Group)
December 9, 2016 (2nd group)
National Institute of Health Science (NIHS)
Kaluthara, Sri Lanka
Open, Transparent & Visible Leadership - Dr Mark Newbold - MLS2013Steven Kinnear
Dr Mark Newbold's Presentation on Open, Transparent and Visible Leadership and Healthcare Social Media at the NI Medical Leadership Symposium 2013. www.marknewbold.com www.medleadsymposium.co.uk
This document discusses leadership and teamwork in healthcare. It defines leadership as influencing the behavior of others through a power differential. Different types of leaders are described, including those who achieve leadership through position, personality, moral example, or power held. Managers are described as focusing on planning, organizing, directing and controlling tasks, while leaders focus on inspiring and motivating people. Effective healthcare requires team-based efforts, with physicians leading or participating on multiple teams simultaneously. The benefits of teamwork for patients, professionals, and the healthcare system are outlined.
This document discusses ethics in counseling and psychotherapy. It covers multiple perspectives on ethics including individual practitioner-focused and team/agency-focused approaches. Key principles discussed include the ethics of client autonomy, fidelity, beneficence, non-maleficence, justice, and self-respect. While principles provide prospective guidance and justification, values and personal moral qualities also strongly influence ethical practice. These include respect, integrity, alleviating suffering, and competence. The overall effect is a maturing profession that emphasizes ethical accountability over rule-following and cultivates intrinsic ethics.
In December 2014, Kevin Haeberle and Jane Groves presented a webinar on the trending topic: the shifting venues in healthcare delivery. They focused on providing insight on how organizations can plan today for tomorrow's healthcare leader in regard to this trend.
This document discusses the concepts of profession and professionalism. It defines a profession as having a specialized body of knowledge that enables members to perform a useful social function. Professions are influenced by values like duties, ethics, and economic outcomes. They are characterized by specialized knowledge, attitudes, social sanction, and a desire to serve society. Professional traits include knowledge, commitment to improvement, service orientation, and ethical decision-making. The document uses pharmacy as an example profession and outlines its knowledge base and roles in healthcare management. Professionalism refers to demonstrating appropriate attitudes and behaviors through altruism, accountability, excellence and duty.
This document discusses the importance of professionalism for doctors. It defines professionalism as using expertise, dedication, and skills to help patients while adhering to a set of values and standards. Key professional behaviors include commitment to learning, attention to patient care, empathy, accountability, and excellence. Unprofessional behaviors that can constitute malpractice include lying about qualifications, improper patient evaluation, gifts from pharmaceutical companies, and false certificates. Professionalism is promoted through mentoring, role models, and self-reflection, and can be evaluated through incident reports, peer assessments, and patient feedback.
Guide to Professional Success by Ravi KumudeshRavi Kumudesh
"Guide to Professional Success"
Management training for Allied Health Science internship
Lecture By, Ravi Kumudesh
President - Sri Lanka Society for Medical Laboratory Science
December 2, 2016 (1st Group)
December 9, 2016 (2nd group)
National Institute of Health Science (NIHS)
Kaluthara, Sri Lanka
Open, Transparent & Visible Leadership - Dr Mark Newbold - MLS2013Steven Kinnear
Dr Mark Newbold's Presentation on Open, Transparent and Visible Leadership and Healthcare Social Media at the NI Medical Leadership Symposium 2013. www.marknewbold.com www.medleadsymposium.co.uk
This document discusses leadership and teamwork in healthcare. It defines leadership as influencing the behavior of others through a power differential. Different types of leaders are described, including those who achieve leadership through position, personality, moral example, or power held. Managers are described as focusing on planning, organizing, directing and controlling tasks, while leaders focus on inspiring and motivating people. Effective healthcare requires team-based efforts, with physicians leading or participating on multiple teams simultaneously. The benefits of teamwork for patients, professionals, and the healthcare system are outlined.
This document discusses ethics in counseling and psychotherapy. It covers multiple perspectives on ethics including individual practitioner-focused and team/agency-focused approaches. Key principles discussed include the ethics of client autonomy, fidelity, beneficence, non-maleficence, justice, and self-respect. While principles provide prospective guidance and justification, values and personal moral qualities also strongly influence ethical practice. These include respect, integrity, alleviating suffering, and competence. The overall effect is a maturing profession that emphasizes ethical accountability over rule-following and cultivates intrinsic ethics.
“I think as a company, if you can get those two things right — having a clear direction on what you are trying to do and bringing in great people who can execute on the stuff — then you can do pretty well.”
– Mark Zuckerberg, CEO, Facebook
Chapter 9 Building a Culture of ImprovementObje.docxmccormicknadine86
This document provides an overview of strategies for building a culture of improvement in organizations. It discusses the meaning of organizational culture and how to recognize an organization's culture through various indicators. It then describes common values for organizations like diversity, safety, learning, collaboration and service. The document outlines four types of organizational cultures and strategies for culture change, including top management support, incentives, and considering staffing changes. It emphasizes the importance of cultures that promote safety, learning, and service in health organizations.
This document discusses the mission and vision of the nursing profession. It defines mission as the essential purpose and reason for an organization's existence, while vision describes the ideal future state. The nursing mission aims to assist individuals in maintaining or recovering health. Key elements of an effective mission include the purpose, activities, and shared values. An inspiring vision should describe the desired future outcome in 5-10 years using present tense. Together, the mission and vision provide guidance and inspiration to work towards common goals.
Organizational culture and ethical valuesfalaesther17
This document discusses organizational culture and ethical values in healthcare. It defines organizational culture as the shared values, beliefs, attitudes and norms that characterize an organization. A strong culture that promotes principles like patient-centered care, quality of care and ethical decision-making can positively influence patient outcomes and experience. The document also examines how culture, learning and performance are interconnected and shape the organizational environment. It emphasizes the importance of embracing ethical values and social responsibility.
This document discusses organizational culture. It defines organizational culture as the shared meanings, beliefs, and values of members of an organization. It also describes different types of organizational cultures like academy, baseball team, club, and fortress cultures. The importance of organizational culture is explained as it influences employee motivation, competition, and unity. Factors like employees, business nature, and goals affect organizational culture. The document also provides tips for influencing and changing organizational culture.
Business culture encompasses an organization's values, vision, working style, beliefs and habits. It is shaped by numerous factors, including the influence of dominant leaders, company history and traditions, type of industry, customers, performance expectations, control systems, policies and procedures, and reward systems. Geert Hofstede developed a model of five cultural dimensions that help explain value differences between cultures: individualism, masculinity/femininity, uncertainty avoidance, power distance, and long-term orientation. Symbols like practices, communication, physical form, and common language also represent organizational culture.
Managing diversity aims to encourage productive interactions among employees from diverse backgrounds by providing an optimal work environment and business results. Diversity refers to differences in qualities beyond just ethnicity, race and gender, including work experience, education and more. Managing diversity means promoting inclusion and community despite these differences. Managers play a key role in guiding diversity to benefit innovation and inclusion through practices like diversity training. Strategies for managing diversity include developing inclusive recruitment and policies, cultural sensitivity training, and seeking employee feedback. Workplace diversity can provide benefits like improved morale if properly managed, and ignoring diversity issues risks costly consequences.
The document discusses human resource development (HRD) culture. It defines HRD culture and outlines its ideal characteristics, including a learning culture, motivation, competency development, creativity, and team spirit. The document describes different types of organizational culture, such as authoritarian, participative, mechanistic, and organic cultures. It also discusses the importance of top management style in building HRD culture and how employees learn and adopt the culture. Methods for auditing HRD culture are provided. The document emphasizes that a developmental management style is most effective for creating an open, collaborative culture that encourages trust, authenticity, initiative, and experimentation.
Agile culture transformation is a crucial aspect of adapting to the ever-changing business landscape. In this webinar we are exploring the power of cultivating a thriving organizational culture that embraces agility. Gain insights into the essence of culture, decode organizational culture's impact on Agile Organisations, and discover strategies to build or transform your culture to align with Agile principles. Overcome common challenges in the transformation journey and unlock the potential of your teams.
Helping identify who is on the bus, who is off the bus, and how to implement a progressive and healthy healthcare culture.
* 87% of companies find Company Culture as priority
* Netflix Manifesto Discusses Behaviors (as Values)
* GoreTek "we don't manage people, we expect people to
manage themselves"
* Good to Great companies hire from within
* Changing Culture takes relentlessness, consistency,
transparency, and tone at the top leadership
* Company Culture does not exist without embrace of
accountability
Culture?
Definition of Culture
Step to Build the Culture
Culture Types
Organizational Culture
Characteristics of Organizational Culture
How to create Organizational Culture?
This document discusses diversity management in the workplace. It defines diversity as the variety of experiences and perspectives that arise from differences among people. Some key types of diversity mentioned are age, gender, race, religion and culture. The document notes that diversity management aims to create an inclusive culture that values all employees, rather than just treating everyone the same or focusing on certain groups. It provides a brief history of diversity laws and initiatives in the workplace over time. Tips are provided on how to effectively manage a diverse workforce and maximize its potential benefits.
Organizational culture can be defined in various ways and includes visible and invisible elements like values, assumptions, rituals and behaviors. It is shaped by factors like leadership, management practices, shared history and learning. Measuring culture involves quantitative surveys and qualitative methods like interviews. Building culture focuses on developing identity, values, traditions and practices through recruitment, socialization, rewards and handling conflicts. Changing culture requires understanding drivers of change, envisioning the future culture, assessing gaps, planning interventions and reinforcing changes. Strong cultures impact organizational climate, performance and employee behavior.
Endocrine Society's content strategy, guided by Content Company: How they knew they needed a content strategy, the steps they took to prioritize goals, better understand the audience, and improve the content and presentation, and what the outcomes were.
The document discusses cultural diversity in healthcare, business, and the workplace. It provides an overview of national standards for culturally competent care introduced in 2000 and updated in 2010. It also discusses the importance of cultural diversity training for healthcare professionals, employees, managers, and customers. Examples are given of cultural differences that can exist in organizations based on factors like generations, education, personal background, and ethnicity. Tips are provided on communicating effectively in a diverse workplace and resolving issues that may arise from cultural misunderstandings.
Managing Demographic and Cultural Diversity.pdfSeta Wicaksana
A report released by global professional services company, Accenture – on the perception of equality held by leaders and employees – found that a significant gap exists between the way leaders and employees view progress towards equality in their respective organisations.
The findings are based on a global survey of more than 30,000 professionals in 28 countries including Indonesia. It includes a survey of more than 1,700 senior executives; and a model that combines employee survey results with published labour force data.
The organisations that were assessed in Indonesia found that 88 percent of women and 86 percent of men in Indonesia’s workforce today care more about workplace culture and believe it is critical in helping them thrive in the workplace. A majority of leaders (86 percent) believe an inclusive workplace culture is vital to the success of their businesses.
This document discusses organizational culture, defining it as the collective behaviors and beliefs of a group. It notes that culture is shaped by factors like values, stories, rituals, organizational structure, and control systems. The document outlines different types of cultures like normative, pragmatic, and toxic cultures. It provides advice on building a positive culture by involving staff, working with existing strengths, and emphasizing autonomy, mastery and purpose. The links between organizational culture and business strategy are also explored.
This document discusses cultivating company culture in physical therapy practices. It defines company culture and explains why it is important. Some key points include: company culture is the personality and beliefs that guide how a business operates; a poor culture can make employees unhappy and unproductive, costing businesses over $300 billion per year; and businesses with cultures loved by all stakeholders tend to be more successful. The document provides tips for practices to identify core values, document culture, hire for cultural fit, and bring the culture to life.
Mental Health and well-being Presentation. Exploring innovative approaches and strategies for enhancing mental well-being. Discover cutting-edge research, effective strategies, and practical methods for fostering mental well-being.
“I think as a company, if you can get those two things right — having a clear direction on what you are trying to do and bringing in great people who can execute on the stuff — then you can do pretty well.”
– Mark Zuckerberg, CEO, Facebook
Chapter 9 Building a Culture of ImprovementObje.docxmccormicknadine86
This document provides an overview of strategies for building a culture of improvement in organizations. It discusses the meaning of organizational culture and how to recognize an organization's culture through various indicators. It then describes common values for organizations like diversity, safety, learning, collaboration and service. The document outlines four types of organizational cultures and strategies for culture change, including top management support, incentives, and considering staffing changes. It emphasizes the importance of cultures that promote safety, learning, and service in health organizations.
This document discusses the mission and vision of the nursing profession. It defines mission as the essential purpose and reason for an organization's existence, while vision describes the ideal future state. The nursing mission aims to assist individuals in maintaining or recovering health. Key elements of an effective mission include the purpose, activities, and shared values. An inspiring vision should describe the desired future outcome in 5-10 years using present tense. Together, the mission and vision provide guidance and inspiration to work towards common goals.
Organizational culture and ethical valuesfalaesther17
This document discusses organizational culture and ethical values in healthcare. It defines organizational culture as the shared values, beliefs, attitudes and norms that characterize an organization. A strong culture that promotes principles like patient-centered care, quality of care and ethical decision-making can positively influence patient outcomes and experience. The document also examines how culture, learning and performance are interconnected and shape the organizational environment. It emphasizes the importance of embracing ethical values and social responsibility.
This document discusses organizational culture. It defines organizational culture as the shared meanings, beliefs, and values of members of an organization. It also describes different types of organizational cultures like academy, baseball team, club, and fortress cultures. The importance of organizational culture is explained as it influences employee motivation, competition, and unity. Factors like employees, business nature, and goals affect organizational culture. The document also provides tips for influencing and changing organizational culture.
Business culture encompasses an organization's values, vision, working style, beliefs and habits. It is shaped by numerous factors, including the influence of dominant leaders, company history and traditions, type of industry, customers, performance expectations, control systems, policies and procedures, and reward systems. Geert Hofstede developed a model of five cultural dimensions that help explain value differences between cultures: individualism, masculinity/femininity, uncertainty avoidance, power distance, and long-term orientation. Symbols like practices, communication, physical form, and common language also represent organizational culture.
Managing diversity aims to encourage productive interactions among employees from diverse backgrounds by providing an optimal work environment and business results. Diversity refers to differences in qualities beyond just ethnicity, race and gender, including work experience, education and more. Managing diversity means promoting inclusion and community despite these differences. Managers play a key role in guiding diversity to benefit innovation and inclusion through practices like diversity training. Strategies for managing diversity include developing inclusive recruitment and policies, cultural sensitivity training, and seeking employee feedback. Workplace diversity can provide benefits like improved morale if properly managed, and ignoring diversity issues risks costly consequences.
The document discusses human resource development (HRD) culture. It defines HRD culture and outlines its ideal characteristics, including a learning culture, motivation, competency development, creativity, and team spirit. The document describes different types of organizational culture, such as authoritarian, participative, mechanistic, and organic cultures. It also discusses the importance of top management style in building HRD culture and how employees learn and adopt the culture. Methods for auditing HRD culture are provided. The document emphasizes that a developmental management style is most effective for creating an open, collaborative culture that encourages trust, authenticity, initiative, and experimentation.
Agile culture transformation is a crucial aspect of adapting to the ever-changing business landscape. In this webinar we are exploring the power of cultivating a thriving organizational culture that embraces agility. Gain insights into the essence of culture, decode organizational culture's impact on Agile Organisations, and discover strategies to build or transform your culture to align with Agile principles. Overcome common challenges in the transformation journey and unlock the potential of your teams.
Helping identify who is on the bus, who is off the bus, and how to implement a progressive and healthy healthcare culture.
* 87% of companies find Company Culture as priority
* Netflix Manifesto Discusses Behaviors (as Values)
* GoreTek "we don't manage people, we expect people to
manage themselves"
* Good to Great companies hire from within
* Changing Culture takes relentlessness, consistency,
transparency, and tone at the top leadership
* Company Culture does not exist without embrace of
accountability
Culture?
Definition of Culture
Step to Build the Culture
Culture Types
Organizational Culture
Characteristics of Organizational Culture
How to create Organizational Culture?
This document discusses diversity management in the workplace. It defines diversity as the variety of experiences and perspectives that arise from differences among people. Some key types of diversity mentioned are age, gender, race, religion and culture. The document notes that diversity management aims to create an inclusive culture that values all employees, rather than just treating everyone the same or focusing on certain groups. It provides a brief history of diversity laws and initiatives in the workplace over time. Tips are provided on how to effectively manage a diverse workforce and maximize its potential benefits.
Organizational culture can be defined in various ways and includes visible and invisible elements like values, assumptions, rituals and behaviors. It is shaped by factors like leadership, management practices, shared history and learning. Measuring culture involves quantitative surveys and qualitative methods like interviews. Building culture focuses on developing identity, values, traditions and practices through recruitment, socialization, rewards and handling conflicts. Changing culture requires understanding drivers of change, envisioning the future culture, assessing gaps, planning interventions and reinforcing changes. Strong cultures impact organizational climate, performance and employee behavior.
Endocrine Society's content strategy, guided by Content Company: How they knew they needed a content strategy, the steps they took to prioritize goals, better understand the audience, and improve the content and presentation, and what the outcomes were.
The document discusses cultural diversity in healthcare, business, and the workplace. It provides an overview of national standards for culturally competent care introduced in 2000 and updated in 2010. It also discusses the importance of cultural diversity training for healthcare professionals, employees, managers, and customers. Examples are given of cultural differences that can exist in organizations based on factors like generations, education, personal background, and ethnicity. Tips are provided on communicating effectively in a diverse workplace and resolving issues that may arise from cultural misunderstandings.
Managing Demographic and Cultural Diversity.pdfSeta Wicaksana
A report released by global professional services company, Accenture – on the perception of equality held by leaders and employees – found that a significant gap exists between the way leaders and employees view progress towards equality in their respective organisations.
The findings are based on a global survey of more than 30,000 professionals in 28 countries including Indonesia. It includes a survey of more than 1,700 senior executives; and a model that combines employee survey results with published labour force data.
The organisations that were assessed in Indonesia found that 88 percent of women and 86 percent of men in Indonesia’s workforce today care more about workplace culture and believe it is critical in helping them thrive in the workplace. A majority of leaders (86 percent) believe an inclusive workplace culture is vital to the success of their businesses.
This document discusses organizational culture, defining it as the collective behaviors and beliefs of a group. It notes that culture is shaped by factors like values, stories, rituals, organizational structure, and control systems. The document outlines different types of cultures like normative, pragmatic, and toxic cultures. It provides advice on building a positive culture by involving staff, working with existing strengths, and emphasizing autonomy, mastery and purpose. The links between organizational culture and business strategy are also explored.
This document discusses cultivating company culture in physical therapy practices. It defines company culture and explains why it is important. Some key points include: company culture is the personality and beliefs that guide how a business operates; a poor culture can make employees unhappy and unproductive, costing businesses over $300 billion per year; and businesses with cultures loved by all stakeholders tend to be more successful. The document provides tips for practices to identify core values, document culture, hire for cultural fit, and bring the culture to life.
Mental Health and well-being Presentation. Exploring innovative approaches and strategies for enhancing mental well-being. Discover cutting-edge research, effective strategies, and practical methods for fostering mental well-being.
Joker Wigs has been a one-stop-shop for hair products for over 26 years. We provide high-quality hair wigs, hair extensions, hair toppers, hair patch, and more for both men and women.
CHAPTER 1 SEMESTER V COMMUNICATION TECHNIQUES FOR CHILDREN.pdfSachin Sharma
Here are some key objectives of communication with children:
Build Trust and Security:
Establish a safe and supportive environment where children feel comfortable expressing themselves.
Encourage Expression:
Enable children to articulate their thoughts, feelings, and experiences.
Promote Emotional Understanding:
Help children identify and understand their own emotions and the emotions of others.
Enhance Listening Skills:
Develop children’s ability to listen attentively and respond appropriately.
Foster Positive Relationships:
Strengthen the bond between children and caregivers, peers, and other adults.
Support Learning and Development:
Aid cognitive and language development through engaging and meaningful conversations.
Teach Social Skills:
Encourage polite, respectful, and empathetic interactions with others.
Resolve Conflicts:
Provide tools and guidance for children to handle disagreements constructively.
Encourage Independence:
Support children in making decisions and solving problems on their own.
Provide Reassurance and Comfort:
Offer comfort and understanding during times of distress or uncertainty.
Reinforce Positive Behavior:
Acknowledge and encourage positive actions and behaviors.
Guide and Educate:
Offer clear instructions and explanations to help children understand expectations and learn new concepts.
By focusing on these objectives, communication with children can be both effective and nurturing, supporting their overall growth and well-being.
VEDANTA AIR AMBULANCE SERVICES IN REWA AT A COST-EFFECTIVE PRICE.pdfVedanta A
Air Ambulance Services In Rewa works in close coordination with ground-based emergency services, including local Emergency Medical Services, fire departments, and law enforcement agencies.
More@: https://tinyurl.com/2shrryhx
More@: https://tinyurl.com/5n8h3wp8
Michigan HealthTech Market Map 2024. Includes 7 categories: Policy Makers, Academic Innovation Centers, Digital Health Providers, Healthcare Providers, Payers / Insurance, Device Companies, Life Science Companies, Innovation Accelerators. Developed by the Michigan-Israel Business Accelerator
This particular slides consist of- what is hypotension,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is the summary of hypotension:
Hypotension, or low blood pressure, is when the pressure of blood circulating in the body is lower than normal or expected. It's only a problem if it negatively impacts the body and causes symptoms. Normal blood pressure is usually between 90/60 mmHg and 120/80 mmHg, but pressures below 90/60 are generally considered hypotensive.
The Importance of Black Women Understanding the Chemicals in Their Personal C...bkling
Certain chemicals, such as phthalates and parabens, can disrupt the body's hormones and have significant effects on health. According to data, hormone-related health issues such as uterine fibroids, infertility, early puberty and more aggressive forms of breast and endometrial cancers disproportionately affect Black women. Our guest speaker, Jasmine A. McDonald, PhD, an Assistant Professor in the Department of Epidemiology at Columbia University in New York City, discusses the scientific reasons why Black women should pay attention to specific chemicals in their personal care products, like hair care, and ways to minimize their exposure.
1. OHA June 2014
When a culture fit becomes an issue for
hiring physicians
DAVID ANDRICK
DIRECTOR PHYSICIAN RECRUITMENT
ADRIAN R. BYRNE
P R E S I D E N T
LUND-BYRNE ASSOCIATES
2. Some definitions
• The beliefs and behaviors that determine how a company's
employees and management interact and handle outside
business transactions. Often, corporate culture is implied,
not expressly defined, and develops organically over time
from the cumulative traits of the people the company hires.
A company's culture will be reflected in its dress code,
business hours, office setup, employee benefits, turnover,
hiring decisions, treatment of clients, client satisfaction and
every other aspect of operations.
• The distinctive ethos of an organization that influences the
level of formality, loyalty, and general behavior of its
employees
3. A learned quote
An organization’s corporate culture can account
for up to 30% of its performance when
compared to “culturally unremarkable
competitors”.
This according to Dr. James Heskett
UPS Foundation Professor of Business Logistics, Emeritus at the
Graduate School of Business Administration, Harvard University.
4. What is “culture”
Culture is an expression of:
• What are the driving values of the
organization
• How things get done, how the priorities are
set and how they are reinforced
• How we measure success
• How people interact within the organization
AND
• “the way things are done around here”
5. How is culture developed
What defines the behaviors for a desired culture
• Force of character of an individual
• A focus on unifying goals
• Leading by example
• Building the company lore on getting there
• Articulating the acceptable processes
• Active support of protocols and standards of care
• Communications – who/what/when/how
• Being prepared to intercept and correct
“undesirable” actions
6. Is there more than one culture?
YES there can be:
• Hospital Culture
• Medical Staff Culture
• Employed Physician Culture
• Independent Physician Culture
• Community Culture
• Do they co exist?
7. Framework for the culture
• Vision: A hospital presents physicians with a clear plan for its
future in which physician participation is a core element. This
must be a compelling plan that resonates with the new realities
around the three basic needs of the physician — respect, clinical
autonomy and income.
• Branding and marketing: Access to patients is important to
physicians. The hospital’s branding strategy and marketing support
will be effective and seen as a differentiator in employing
physicians.
• Physician leadership: Respected physicians with demonstrated
competence as leaders and managers will play a prominent role in
the employment strategy.
9. How do you know if there is a fit
Assessing the candidate professionally
• Experience
• Age – practice style
• Levels of involvement
• Creativity
• Memberships
• Likeability
10. How do you know if there is a fit
Interview process
• Do you plan your interview?
• Select people from your facility that represent
the culture
• Observe a candidates level of interest during the
visits (and Spouse)
• How do you leave things after visits
11. Can you articulate your culture
Defined as Supported by
Rate as important in
your culture (1 to 10)
Physician friendly?
Quality oriented?
Patient focused
Collegial
Profit motivated
Area leader in services
12. What attracts a physician to your
culture
• Varies by age and previous experience
• Be aware of practice and physician life cycles
• Will vary by specialty also
• Inventory your contractual offerings
• Do your own SWOT analysis of your culture
• What items are important to and meet the needs and
expectations of the differing age groups, sexes and
nationalities
• Physician shortage issues
13. Physicians
(50 yrs to 60+ yrs)
Profile How Does Your Culture match up
• Experienced
• No desire to change practice
styles
• Top off pension
• Exert some influence /
mentoring
• Relocation can be easier
without young families
• ___________________
• ___________________
• ___________________
• ___________________
• ___________________
14. Mid Career Physicians
(40yrs to 50yrs)
Profile How does Your Culture match up
• Experienced
• Open to change
• Wants to maximize income
• Leadership opportunities
• May have young family
• Spouse needs work/social
connections
• __________________
• __________________
• __________________
• __________________
• __________________
15. Early Career Physicians
(30yrs to 40yrs)
Profile How does Your Culture match up
• Some experience and growing
• May look for mentors
• Open to change
• Enthusiastic
• Wants to maximize income
• No interest in meetings
• May have young family
• Spouse will want to make
connections/work
• ___________________
• ___________________
• ___________________
• ___________________
• ___________________
• ___________________
• ___________________
16. Why do physicians sign on
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%
Strongly Disagree -1
2
3
4
5
6
7
8
9
Stongly Agree - 10
Expectation of Cultural Fit as Determining Factor for Employment
Cejka Search: Report 2013
17. Why do physicians leave
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%
Strongly Disagree -1
2
3
4
5
6
7
8
9
Stongly Agree - 10
Lack of Cultural Fit as Reason for Leaving
Cejka Search: Report 2013
18. Why is culture so important
When a recruited Physician leaves the
community
• The cost of recruitment is easier to
calculate
• Soft costs harder to estimate
• Loss of downstream cases from the practice
• Practice productivity and support staff
• Loss to the hospital of surgical cases
19. Why is culture so important
It’s also about competition in a tough market for
recruitment:
• Competitors can match your contracts
• Your business opportunity is not unique
• It is unlikely that your community is very different
from other available options
• Your operating systems can be duplicated
NOTE:
• It is hard for competitors to match a successful
culture that has evolved over time.
21. How big are the gaps ???
• The Recruit:
• First impressions
• Personality
• Is there something that can be coached to make a
fit?
• Will the person be able to change
• Your Organization
• Feedback
• Likeability
• Ability
• Environmental / community
22. Culture as a competitive advantage
• Culture can create competitive differentiation
• Set aside any personal likes/dislikes – does your
culture work?
• Are you hiring warm bodies or cultural fits
• A good culture is hard to duplicate
• If there is a fit, the new people will easily
adapt to the culture
• People are loyal to culture, not strategies
23. Finding the connection
• What tools do you have in your box to recruit
these physicians
• What tools do you need
• How will you leverage your culture in your
recruitment efforts
• What does the culture do to hinder recruitment
• What does the culture do to help
24. Bottom Line
CULTURE TRUMPS STRATEGY
Joe Tye, M.H.A., M.B.A., is the CEO and Head Coach of
Values Coach Inc.,