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Medical Staff Integration
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Medical Staff Integration

Transactions and Transformation

Medical Staff Integration

Transactions and Transformation

ByA. Michael La Penna
Edition 1st Edition
First Published 2014
eBook Published 14 October 2014
Pub. location New York
Imprint Productivity Press
DOIhttps://doi.org/10.1201/b17522
Pages 246 pages
eBook ISBN 9781466592971
SubjectsEconomics, Finance, Business & Industry, Medicine, Dentistry, Nursing & Allied Health
Get Citation

Get Citation

La Penna, A. (2015). Medical Staff Integration. New York: Productivity Press, https://doi.org/10.1201/b17522
ABOUT THIS BOOK

There is a transformation of equity occurring in the health care industry with hospitals and health systems purchasing physician practices. As traditional hospital structures meet the entrepreneurial physician manager in today�s rapidly changing environment, numerous transitional challenges are emerging. Medical Staff Integration: Transactions and

TABLE OF CONTENTS
chapter 1|8 pages
Conceptualizing New Models of Care Based on Traditional Structures
View abstract
chapter 2|8 pages
Does Anyone Know the Definition of Integration?
View abstract
chapter 3|8 pages
Does What We Have Now Actually Work?
View abstract
chapter 4|10 pages
Ignoring Fundamentals Will Produce Unwanted Results
View abstract
chapter 5|6 pages
Where Are We Headed and What Will Get Us There?
View abstract
chapter 6|6 pages
The Basic PHO (Joint Governance) or IPA (Independence)
View abstract
chapter 7|10 pages
The MSO (Services)
View abstract
chapter 8|10 pages
Co-Management Programs (Partnership)
View abstract
chapter 9|18 pages
Contracts and Subcontracts (Managing Relationships)
View abstract
chapter 10|14 pages
Sponsored Practices and Hired Practitioners (Employment)
View abstract
chapter 11|12 pages
Align the Correct Solution Supported by Effective Communications
View abstract
chapter 12|10 pages
Recognize the Different Parties to the Transaction ........................... The Result of the Transaction Can Often Mean More Than the
View abstract
chapter 13|6 pages
Address Issues of Colleagues, Culture, and Politics ........................... Physicians and Providers in Alternative Organizations—the IPA and
View abstract
chapter 14|10 pages
Discern between Patient Management and Practice Management .... What Is the Commitment Level to a Different Level and Style of
View abstract
chapter 15|8 pages
Separate the Transactional Issues from the Transitional Process
View abstract
chapter 16|10 pages
Establish Fundamental Standards and Link These Standards to Definitive Policies
View abstract
chapter 17|14 pages
Align the Compensation with the Programming
View abstract
chapter 18|8 pages
Developing a Core Set of Strategic Issues
View abstract
chapter 19|4 pages
Is There a Clear Value Proposition?
View abstract
chapter 20|4 pages
Build an Organization That Can Learn and Transform Itself
View abstract
chapter 21|6 pages
To Understand Success, Study Failure
View abstract

There is a transformation of equity occurring in the health care industry with hospitals and health systems purchasing physician practices. As traditional hospital structures meet the entrepreneurial physician manager in today�s rapidly changing environment, numerous transitional challenges are emerging. Medical Staff Integration: Transactions and

TABLE OF CONTENTS
chapter 1|8 pages
Conceptualizing New Models of Care Based on Traditional Structures
View abstract
chapter 2|8 pages
Does Anyone Know the Definition of Integration?
View abstract
chapter 3|8 pages
Does What We Have Now Actually Work?
View abstract
chapter 4|10 pages
Ignoring Fundamentals Will Produce Unwanted Results
View abstract
chapter 5|6 pages
Where Are We Headed and What Will Get Us There?
View abstract
chapter 6|6 pages
The Basic PHO (Joint Governance) or IPA (Independence)
View abstract
chapter 7|10 pages
The MSO (Services)
View abstract
chapter 8|10 pages
Co-Management Programs (Partnership)
View abstract
chapter 9|18 pages
Contracts and Subcontracts (Managing Relationships)
View abstract
chapter 10|14 pages
Sponsored Practices and Hired Practitioners (Employment)
View abstract
chapter 11|12 pages
Align the Correct Solution Supported by Effective Communications
View abstract
chapter 12|10 pages
Recognize the Different Parties to the Transaction ........................... The Result of the Transaction Can Often Mean More Than the
View abstract
chapter 13|6 pages
Address Issues of Colleagues, Culture, and Politics ........................... Physicians and Providers in Alternative Organizations—the IPA and
View abstract
chapter 14|10 pages
Discern between Patient Management and Practice Management .... What Is the Commitment Level to a Different Level and Style of
View abstract
chapter 15|8 pages
Separate the Transactional Issues from the Transitional Process
View abstract
chapter 16|10 pages
Establish Fundamental Standards and Link These Standards to Definitive Policies
View abstract
chapter 17|14 pages
Align the Compensation with the Programming
View abstract
chapter 18|8 pages
Developing a Core Set of Strategic Issues
View abstract
chapter 19|4 pages
Is There a Clear Value Proposition?
View abstract
chapter 20|4 pages
Build an Organization That Can Learn and Transform Itself
View abstract
chapter 21|6 pages
To Understand Success, Study Failure
View abstract
CONTENTS
ABOUT THIS BOOK

There is a transformation of equity occurring in the health care industry with hospitals and health systems purchasing physician practices. As traditional hospital structures meet the entrepreneurial physician manager in today�s rapidly changing environment, numerous transitional challenges are emerging. Medical Staff Integration: Transactions and

TABLE OF CONTENTS
chapter 1|8 pages
Conceptualizing New Models of Care Based on Traditional Structures
View abstract
chapter 2|8 pages
Does Anyone Know the Definition of Integration?
View abstract
chapter 3|8 pages
Does What We Have Now Actually Work?
View abstract
chapter 4|10 pages
Ignoring Fundamentals Will Produce Unwanted Results
View abstract
chapter 5|6 pages
Where Are We Headed and What Will Get Us There?
View abstract
chapter 6|6 pages
The Basic PHO (Joint Governance) or IPA (Independence)
View abstract
chapter 7|10 pages
The MSO (Services)
View abstract
chapter 8|10 pages
Co-Management Programs (Partnership)
View abstract
chapter 9|18 pages
Contracts and Subcontracts (Managing Relationships)
View abstract
chapter 10|14 pages
Sponsored Practices and Hired Practitioners (Employment)
View abstract
chapter 11|12 pages
Align the Correct Solution Supported by Effective Communications
View abstract
chapter 12|10 pages
Recognize the Different Parties to the Transaction ........................... The Result of the Transaction Can Often Mean More Than the
View abstract
chapter 13|6 pages
Address Issues of Colleagues, Culture, and Politics ........................... Physicians and Providers in Alternative Organizations—the IPA and
View abstract
chapter 14|10 pages
Discern between Patient Management and Practice Management .... What Is the Commitment Level to a Different Level and Style of
View abstract
chapter 15|8 pages
Separate the Transactional Issues from the Transitional Process
View abstract
chapter 16|10 pages
Establish Fundamental Standards and Link These Standards to Definitive Policies
View abstract
chapter 17|14 pages
Align the Compensation with the Programming
View abstract
chapter 18|8 pages
Developing a Core Set of Strategic Issues
View abstract
chapter 19|4 pages
Is There a Clear Value Proposition?
View abstract
chapter 20|4 pages
Build an Organization That Can Learn and Transform Itself
View abstract
chapter 21|6 pages
To Understand Success, Study Failure
View abstract

There is a transformation of equity occurring in the health care industry with hospitals and health systems purchasing physician practices. As traditional hospital structures meet the entrepreneurial physician manager in today�s rapidly changing environment, numerous transitional challenges are emerging. Medical Staff Integration: Transactions and

TABLE OF CONTENTS
chapter 1|8 pages
Conceptualizing New Models of Care Based on Traditional Structures
View abstract
chapter 2|8 pages
Does Anyone Know the Definition of Integration?
View abstract
chapter 3|8 pages
Does What We Have Now Actually Work?
View abstract
chapter 4|10 pages
Ignoring Fundamentals Will Produce Unwanted Results
View abstract
chapter 5|6 pages
Where Are We Headed and What Will Get Us There?
View abstract
chapter 6|6 pages
The Basic PHO (Joint Governance) or IPA (Independence)
View abstract
chapter 7|10 pages
The MSO (Services)
View abstract
chapter 8|10 pages
Co-Management Programs (Partnership)
View abstract
chapter 9|18 pages
Contracts and Subcontracts (Managing Relationships)
View abstract
chapter 10|14 pages
Sponsored Practices and Hired Practitioners (Employment)
View abstract
chapter 11|12 pages
Align the Correct Solution Supported by Effective Communications
View abstract
chapter 12|10 pages
Recognize the Different Parties to the Transaction ........................... The Result of the Transaction Can Often Mean More Than the
View abstract
chapter 13|6 pages
Address Issues of Colleagues, Culture, and Politics ........................... Physicians and Providers in Alternative Organizations—the IPA and
View abstract
chapter 14|10 pages
Discern between Patient Management and Practice Management .... What Is the Commitment Level to a Different Level and Style of
View abstract
chapter 15|8 pages
Separate the Transactional Issues from the Transitional Process
View abstract
chapter 16|10 pages
Establish Fundamental Standards and Link These Standards to Definitive Policies
View abstract
chapter 17|14 pages
Align the Compensation with the Programming
View abstract
chapter 18|8 pages
Developing a Core Set of Strategic Issues
View abstract
chapter 19|4 pages
Is There a Clear Value Proposition?
View abstract
chapter 20|4 pages
Build an Organization That Can Learn and Transform Itself
View abstract
chapter 21|6 pages
To Understand Success, Study Failure
View abstract
ABOUT THIS BOOK
ABOUT THIS BOOK

There is a transformation of equity occurring in the health care industry with hospitals and health systems purchasing physician practices. As traditional hospital structures meet the entrepreneurial physician manager in today�s rapidly changing environment, numerous transitional challenges are emerging. Medical Staff Integration: Transactions and

TABLE OF CONTENTS
chapter 1|8 pages
Conceptualizing New Models of Care Based on Traditional Structures
View abstract
chapter 2|8 pages
Does Anyone Know the Definition of Integration?
View abstract
chapter 3|8 pages
Does What We Have Now Actually Work?
View abstract
chapter 4|10 pages
Ignoring Fundamentals Will Produce Unwanted Results
View abstract
chapter 5|6 pages
Where Are We Headed and What Will Get Us There?
View abstract
chapter 6|6 pages
The Basic PHO (Joint Governance) or IPA (Independence)
View abstract
chapter 7|10 pages
The MSO (Services)
View abstract
chapter 8|10 pages
Co-Management Programs (Partnership)
View abstract
chapter 9|18 pages
Contracts and Subcontracts (Managing Relationships)
View abstract
chapter 10|14 pages
Sponsored Practices and Hired Practitioners (Employment)
View abstract
chapter 11|12 pages
Align the Correct Solution Supported by Effective Communications
View abstract
chapter 12|10 pages
Recognize the Different Parties to the Transaction ........................... The Result of the Transaction Can Often Mean More Than the
View abstract
chapter 13|6 pages
Address Issues of Colleagues, Culture, and Politics ........................... Physicians and Providers in Alternative Organizations—the IPA and
View abstract
chapter 14|10 pages
Discern between Patient Management and Practice Management .... What Is the Commitment Level to a Different Level and Style of
View abstract
chapter 15|8 pages
Separate the Transactional Issues from the Transitional Process
View abstract
chapter 16|10 pages
Establish Fundamental Standards and Link These Standards to Definitive Policies
View abstract
chapter 17|14 pages
Align the Compensation with the Programming
View abstract
chapter 18|8 pages
Developing a Core Set of Strategic Issues
View abstract
chapter 19|4 pages
Is There a Clear Value Proposition?
View abstract
chapter 20|4 pages
Build an Organization That Can Learn and Transform Itself
View abstract
chapter 21|6 pages
To Understand Success, Study Failure
View abstract

There is a transformation of equity occurring in the health care industry with hospitals and health systems purchasing physician practices. As traditional hospital structures meet the entrepreneurial physician manager in today�s rapidly changing environment, numerous transitional challenges are emerging. Medical Staff Integration: Transactions and

TABLE OF CONTENTS
chapter 1|8 pages
Conceptualizing New Models of Care Based on Traditional Structures
View abstract
chapter 2|8 pages
Does Anyone Know the Definition of Integration?
View abstract
chapter 3|8 pages
Does What We Have Now Actually Work?
View abstract
chapter 4|10 pages
Ignoring Fundamentals Will Produce Unwanted Results
View abstract
chapter 5|6 pages
Where Are We Headed and What Will Get Us There?
View abstract
chapter 6|6 pages
The Basic PHO (Joint Governance) or IPA (Independence)
View abstract
chapter 7|10 pages
The MSO (Services)
View abstract
chapter 8|10 pages
Co-Management Programs (Partnership)
View abstract
chapter 9|18 pages
Contracts and Subcontracts (Managing Relationships)
View abstract
chapter 10|14 pages
Sponsored Practices and Hired Practitioners (Employment)
View abstract
chapter 11|12 pages
Align the Correct Solution Supported by Effective Communications
View abstract
chapter 12|10 pages
Recognize the Different Parties to the Transaction ........................... The Result of the Transaction Can Often Mean More Than the
View abstract
chapter 13|6 pages
Address Issues of Colleagues, Culture, and Politics ........................... Physicians and Providers in Alternative Organizations—the IPA and
View abstract
chapter 14|10 pages
Discern between Patient Management and Practice Management .... What Is the Commitment Level to a Different Level and Style of
View abstract
chapter 15|8 pages
Separate the Transactional Issues from the Transitional Process
View abstract
chapter 16|10 pages
Establish Fundamental Standards and Link These Standards to Definitive Policies
View abstract
chapter 17|14 pages
Align the Compensation with the Programming
View abstract
chapter 18|8 pages
Developing a Core Set of Strategic Issues
View abstract
chapter 19|4 pages
Is There a Clear Value Proposition?
View abstract
chapter 20|4 pages
Build an Organization That Can Learn and Transform Itself
View abstract
chapter 21|6 pages
To Understand Success, Study Failure
View abstract
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