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Physician managerial skills: Assessing the critical competencies of the physician executive

Smith, Donna M.
http://rave.ohiolink.edu/etdc/view?acc_num=case1054737799

Abstract Details

1990, Doctor of Philosophy, Case Western Reserve University, Management.
In a rapidly changing health care environment physicians are increasingly called upon to assume complex management responsibilities, both in new forms of health care delivery systems and in traditional hospital settings as obsolescent boundaries between Administration and Medical Management disappear. Few physician managers feel well-prepared to assume these responsibilities and little agreement exits about what management skills they must have to insure competence. This research is designed to identify competencies critical to performance of the Executive level physician managerial job. Five major questions were developed to guide this research which focus on the types of skills which are most critical, current level of physician managerial skill development, gaps that exits between job demand and skill level and whether critical skills vary by managerial level or type of health care setting. Data were collected from a local and national sample, including physician managers holding mid- to high-level physician executive positions in hospitals/health care settings and physician organizations. A secondary comparison sample was used which included a questionnaire version of the primary methodology. Method of data collection included th e Executive Skills Profile, a Q-sort instrument developed for this research, and a modified version of the Behavioral Event Interview, a form of critical incident interviewing. Of the Executive Skill Profile's four major skill areas: Interpersonal, Action, Information Management and Analytical, Interpersonal and Action Skills were rated highest in Job Demand, Skill and Learning Need. Other high-level Job Demands included Entrepreneurial, Relationship, Leadership, Creativity/Change Management and Helping and Delegating. These results were largely supported by secondary sample Questionnaire data and by critical incident data. Fifteen job priorities differentiated Department Director from CEO/Medical Director level physician executives, and Job level was found to be a greater determinant of job priority than was type of health care setting. These data resulted in the creation and partial validation of a competency model for Executive Level Physician Mangers which establishes Interpersonal and Action Skills as the two most critical job priorities.
David Kolb (Advisor)
215 p.
Physician managerial skills; critical competencies

Recommended Citations

Citations

  • Smith, D. M. (1990). Physician managerial skills: Assessing the critical competencies of the physician executive [Doctoral dissertation, Case Western Reserve University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=case1054737799

    APA Style (7th edition)

  • Smith, Donna. Physician managerial skills: Assessing the critical competencies of the physician executive. 1990. Case Western Reserve University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=case1054737799.

    MLA Style (8th edition)

  • Smith, Donna. "Physician managerial skills: Assessing the critical competencies of the physician executive." Doctoral dissertation, Case Western Reserve University, 1990. http://rave.ohiolink.edu/etdc/view?acc_num=case1054737799

    Chicago Manual of Style (17th edition)

case1054737799
1,219
© 1990, all rights reserved.
This open access ETD is published by Case Western Reserve University School of Graduate Studies and OhioLINK.