To help teaching hospitals evaluate strategic options that maximize financial effectiveness, this study examined the financial and operating data for major U.
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Study: Process Excellence Impacts Hospitals’ Competitive Advantage
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Langabeer Jim II Ed. The program was initiated as a certificate program for interns in hospital administration. Duke began training these interns after gaining inspiration from Dr. Vernon Altvater L and F. From to , 21 interns were awarded certificates.
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These students received no formal classroom instruction as part of the program, but rather learned by working in different parts of the hospital. They worked in a variety of departments, including the Private Diagnostic Clinics, Hospital Admissions, the Emergency Room, the Purchasing Office, and on patient floors.
They would also meet with the hospital Superintendent later called CEO for discussion and analysis. Most of the certificate holders spent their lives working in hospitals, usually as CEO, with a few in hospital-related organizations. The program was resumed in when students whose training was interrupted by the war returned to complete their certificates.
Competitive Business Strategy for Teaching Hospitals
The administrative internship training program became more structured and formalized. Informal educational sessions were introduced to supplement their on-the-job experiences.
They subscribed to journals and regularly discussed articles and current events affecting hospitals. They also met with key hospital and medical school administrators, and had sessions with outside speakers including representatives from the US Public Health Service, heads of the two Blue Cross and Blue Shield plans in North Carolina, consultants, University attorneys, and various Duke alumni.
They were also required to witness a delivery, watch an autopsy, observe a major surgical procedure, attend a clinical pathology conference, and take a course in medical terminology. In the s, the Duke University Hospital Administration Alumni Association was established, and the Duke program was recognized as a leading educational endeavor. The program was also included in the organizational meetings of the Association of University Programs in Hospital Administration during the early part of the decade, a tribute to its educational contribution.
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After 32 years of training hospital interns, the program was restructured to become the Graduate Program in Hospital Administration in The new course lasted 24 months and was a combination of academic and practical experiences.
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