Healthcare executive (Healthc Exec )
Healthcare Executive gets to the heart of the $1.7 trillion healthcare industry. With its ear to the ground, Healthcare Executive provides industry leaders with the most current trends that directly affect the daily challenges they face. Each bimonthly issue focuses on: Critical industry topics such as technology trends, organizational performance, access to capital, and facilities management; Best practices and management advice presented in special features, interviews, and columns by recognized experts in the field; Strategies based on groundbreaking research in such areas as governance, CEO turnover, and diversity; Real-world solutions for meeting evolving challenges.
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- WebsiteHealthcare Executive website
- Other titlesHealthcare executive (Online), Health care executive
- Material typeDocument, Periodical, Internet resource
- Document typeInternet Resource, Computer File, Journal / Magazine / Newspaper
Publications in this journal
Article: Redefining retirement.[show abstract] [hide abstract]
ABSTRACT: Retirement is another phase and not an endpoint in one's career. Therefore, planning for it is much like planning for a job change or a career change.Healthcare executive 01/2010; 8(6):38-9.
- Healthcare executive 01/2007; 22(5):40, 42-3.
- Healthcare executive 01/2006; 21(4):54-6.
Article: The art of the deal.Healthcare executive 01/2005; 11(6):38-9.
- Healthcare executive 01/2005; 20(5):32-3.
- Healthcare executive 01/2004; 19(5):38-9.
- Healthcare executive 01/2004; 19(4):36-7.
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ABSTRACT: The purpose of this article is to learn the new developments in executive compensation. The article is based on research undertaken by various organisations. The trend for top executive compensation in the United States increasingly is being tied to individual and corporate performance. Of the compensation packages, there is an increasing trend of paying equity (stock and stock options) over cash. One conflict would be that executives would control so much stock that their decisions will be aimed at keeping the stock price up, as opposed to promoting the long-term health of the company. Corporate performance was analysed by considering three widely used measures: total return to shareholders; rate of return on equity; and improvements in pretax profit margins. Although CEO’s compensation is at very high levels, it represents a fractional part of a company’s expenses. The positive impact a great CEO can have is enormous and companies can not afford to lose it.Healthcare executive 01/2003; 17(4):54-5.
- Healthcare executive 01/2002; 17(3):6-10.
- Healthcare executive 01/1999; 14(1):50-1.
Article: Opening lines of communication.Healthcare executive 01/1999; 10(1):43.
Article: The ins and outs of outsourcing.[show abstract] [hide abstract]
ABSTRACT: Many IT managers are struggling with the question of whether and how to outsource various functions. Businesses of all sizes are seriously considering shifting some IT assets to a third party. In today's fast-paced IT environment, technology and skill sets change very quickly. In reality, IT managers have no choice but to prepare for a future that includes outsourcing. IT staff have long been pressured to cut costs. But now, they're also expected to discover new revenue streams. To meet these bottom-line objectives, IT managers must deal with change, manage complexity, and find skilled workers. That's where outsourcing is seen to greatly improve the efficiency of an IT operationHealthcare executive 01/1999; 15(2):58-9.
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ABSTRACT: In the last issue of Healthcare Executive, we introduced the first in a two-part series on quality in healthcare. The series, which is predicated on a five-hour roundtable discussion among eight healthcare leaders, was moderated by Thomas C. Dolan, Ph.D., FACHE, CAE, ACHE's president and chief executive officer, and jointly sponsored by ACHE and the Bayer Quality Network, an educational forum for sharing innovative and effective continuous quality improvement methods with healthcare executives. In Part I, participants spoke about current issues as they relate to quality. They discussed the reliability of existing quality data and expressed a need for more practical indicators and measurement systems. The consumer mindset was discussed, as leaders debated the value of customer satisfaction surveys and ways to create more realistic consumer expectations. In terms of employers and third parties, participants suggested tailoring quality information and presenting it in a simplified fashion. Finally, leaders emphasized the need for better performance information, as well as the use of outcomes data for both educational and quality improvement purposes. In Part II, the dialogue remains compelling. Participants cover new ground as they talk about the role of accreditors in regulating quality, of governance teams and senior management in creating an organizational culture to support quality, and of physicians in attracting both business partners and patients based on quality. Following is the second in our two-part series.Healthcare executive 01/1997; 12(3):suppl 1-8.
Article: Protecting patient confidentiality.Healthcare executive 01/1996; 11(2):12-6.
Article: Marketing on the Internet.[show abstract] [hide abstract]
ABSTRACT: Examines the impact of the Internet on the marketing aspects of businesses today. Looks at its future and how businesses can use its unlimited potential to their advantage. Concludes that the Internet has many risks associated with its use, but it has many benefits too.Healthcare executive 01/1996; 13(5):54-5.
Article: An introduction to the Internet.Healthcare executive 01/1995; 12(1):47.
Article: Round table.Healthcare executive 01/1994; 1(1):49-52.
Article: Coping with staffing shortages.Healthcare executive 01/1994; 16(3):74-5.
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ABSTRACT: In April of 1988, the Accrediting Commission on Education for Health Services Administration began reviewing its criteria, policies, and procedures for accreditation. The goal was to update the criteria and revise the policies and procedures to reflect advances in knowledge and practice and to ensure that accreditation judgments are objective and consistent. Since input from those most affected by the new criteria--faculty and practitioners--is essential, the commission sought assistance from the field. Through this collaboration, it is ACEHSA's intention to continue to encourage the dynamic collaboration of the field of education and the field of practice in health services administration that's characteristic of ACEHSA's 20-year history.Healthcare executive 01/1990; 5(1):34-7.
Article: Preparing for life's third age.Healthcare executive 01/1989; 2(2):14-6.
Data provided are for informational purposes only. Although carefully collected, accuracy cannot be guaranteed. The impact factor represents a rough estimation of the journal's impact factor and does not reflect the actual current impact factor. Publisher conditions are provided by RoMEO. Differing provisions from the publisher's actual policy or licence agreement may be applicable.
ISSN: 2044-5423, Impact factor: 2.39
National Association for Healthcare...
Public Library of Science, Public...
ISSN: 1932-6203, Impact factor: 3.73
ISSN: 1932-2267, Impact factor: 3.57
John Wiley & Sons
Rōdō Eisel Kenkyūjo, Kawasaki, Japan
ISSN: 1880-8026, Impact factor: 0.87