000			05522nam a22002895i 4500
001			402611
003			ES-MaUEC
005			20240528105914.0
007			cr nn 008mamaa
008			230724s2023 sz | o |||| 0|eng d
020			_a9783031265105
024	7		_a10.1007/978-3-031-26510-5 _2doi
040			_aES-MaUEC _bspa _cES-MaUEC _dES-MaUEC
050		4	_aR735-845 _b2023 EB
245	0	0	_aThe New Science of Medicine & Management : _bA Comprehensive, Case-Based Guide for Clinical Leaders _cedited by Jon A Chilingerian, S Abbas Shobeiri, Mark A Talamini
250			_a1st ed. 2023
264		1	_aCham _bSpringer International Publishing _c2023
300			_a1 recurso en línea
336			_atexto _btxt _2rdacontent
337			_aelectrónico _bc _2rdamedia
338			_arecurso electrónico _bcr _2rdacarrier
505	0		_a1. Improving access to and quality of palliative & hospice care via provider and patient education -- 2.Operating Room rapid response Innovation team impacting measurable efficiencies -- 3.Improved transplantation operational performance through a transplant specific database integration with the hospital electronic medical record -- 4. Globalization of the new science of medicine and management -- 5. Low tech visual systems to impact ED efficiency metrics -- 6. Hypertrophic Pyloric Stenosis Feeding Protocol: a Prototype to Decrease the Variance in Postoperative Care Delivery -- 7."Physician of the day" structure for pediatric surgery service to improve quality through enhanced teamwork -- 8. Low Dose CT scanning (LDCT) screening program for an at risk cancer population -- 9. Impacting a focused set of NSQIP outcomes elements that are actionable and achievable to improve all NSQIP results and overall outcomes and quality of care.-10. Maximizing OperatingRoom efficiency using revenue cycle and operations management tools -- 11.Vascular Diagnostic Laboratory Improvements through effective data management -- 12. Management of late surgical case cancellations to improve efficiency -- 13. Structured data collection Insurance industry pilot using an evidence based approach -- 14. The Sholdice Clinic as an example of synergizing operations management, medical care, and creative finance -- 15. Establish new leadership and business structures in a rural ED to improve key indices -- 16. Primary Care Practice Redesign -- 17. Maximizing the first hundred days of medical executive positions-lessons from a CMO -- 18. Successful use of marketing, branding, and alignment to tackle tobacco use -- 19. Development and implementation of a standardized procedural antibiotic protocol in a multi office urology practice -- 20. Benefits and challenges in diminishing operating room waste stream -- 21. Routine post-reduction radiographs in children-challenging the paradigm -- 22. Transparency and communication in the consent process regarding procedural sedation.
520			_aThis exciting, first-of-its-kind title describes the blossoming new science of medicine and management-the concepts, methodologies, techniques, and tools that create value for patients, populations, caregivers, staff, and healthcare organizations. Developed out of the innovative and powerful physician executive MBA program at the Heller School of Social Policy and Management at Brandeis University, The New Science of Medicine & Management describes what physician leaders need to know and do to fix problems that can erode value in complex healthcare environments in which they practice medicine. The book is motivated by a singular proposition-Every Physician a Leader; Every Leader a Collaborative Team Player and a new definition of high-value health care. Composed of the best 18 of approximately 200 outstanding physician-led business school projects, the book is based on the collective efforts and experiences of 33 authors and coauthors, 28 of whom are physiciansand 19 of whom have an MD and an MBA degree. The work is grounded in three important assertions: First, the clinical side of complex professional medical organizations such as hospitals has traditionally been led by highly skilled, highly experienced medical practitioners trained in the underlying biomedical disciplines and applied medical sciences. Second, there is research evidence that managers with clinical backgrounds can run better healthcare organizations, and a growing number of physician-led multispecialty groups are outperforming organizations run by lay managers. Third, physicians and other caregivers should have some training in the new science of medicine and management; moreover, and very importantly, the transition from clinician to clinical manager and leader is challenging and requires training in the new science of medicine and management. State of the art, developed by expert physician leaders in the field, and replete with a wide range of management insights and lessons, this book asks important questions and offers an exciting and comprehensive resource for all physicians, health administrators, and clinicians interested in not only the science of medicine and management and in developing physician-led teams but, crucially, in ensuring value in healthcare by improving patient outcomes, safety, affordability, and employee well-being.
856	4	0	_uhttps://go.openathens.net/redirector/universidadeuropea.es?url=https://doi.org/10.1007/978-3-031-26510-5 _zAcceso a este recurso digital (usuarios Universidad Europea de Madrid)
942			_2lcc _cLE
988			_aSpringer_Medicine_2023
999			_c402611 _d402611