Anderson H J, Hudson T, Eubanks P
Hospitals. 1990 Aug 5;64(15):28-35.
Most CEOs expect outpatient utilization to increase, but are executives planning ahead for what some term a virtual "revolution" in health care delivery? This issue's cover story takes a look at some of the key strategies that outpatient executives are implementing in their markets. Examples range from a large university teaching hospital, to a suburban facility, to a 40-bed rural hospital in Minnesota. Business strategy is only part of the outpatient story, however. One of the key questions that health care executives must answer is where the outpatient management talent will come from. Outpatient executives report that many of the same skills are needed in this setting as are necessary in the traditional inpatient side; however, there are major differences in management expertise that could make or break a hospital's outpatient services. Moreover, some experts say that this emerging definition of what it takes to be a successful outpatient services executive may be shaping the mold for all future health care executives, both inpatient and outpatient.
大多数首席执行官预计门诊服务的利用率将会提高，但是企业高管们是否在为医疗服务领域即将发生的一些人所谓的虚拟“革命”提前做规划呢？本期的封面故事探讨了门诊业务主管们在其市场中正在实施的一些关键策略。例子涵盖了一家大型大学教学医院、一家郊区医疗机构以及明尼苏达州一家拥有40张床位的乡村医院。然而，商业策略只是门诊业务的一部分。医疗行业高管们必须回答的关键问题之一是门诊管理人才将从何而来。门诊业务主管们表示，在这种环境下所需的许多技能与传统住院业务所需技能相同；然而，管理专业知识存在重大差异，这可能决定医院门诊服务的成败。此外，一些专家表示，成为一名成功的门诊服务主管所需的这种新定义可能正在为未来所有医疗行业高管（包括住院和门诊业务）塑造模式。
