TITLE

Building a multicultural hospital strategy

PUB. DATE
January 2010
SOURCE
Marketing Health Services;Winter2010, Vol. 30 Issue 1, p5
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
The article offers ways on how to build a multicultural hospital strategy which include not making mistake culture for love, research should drive marketing decisions, and executive buy-in is essential.
ACCESSION #
50347330

 

Related Articles

  • The Organizational Roadmap. Morris, Leigh E. // Trustee;Nov/Dec2000, Vol. 53 Issue 10, p20 

    Focuses on the importance of the strategic planning process for hospitals and health systems. Aspects that a strategic plan clarifies for an organization; Strategies used by successful hospitals and systems; Key roles of the corporate strategic plan. INSET: WHY IS STRATEGIC PLANNING FAILING?.

  • Using Simple Rules to Achieve Strategic Objectives. Tarantino, David P. // Physician Executive;May/Jun2003, Vol. 29 Issue 3, p56 

    Emphasizes on the use of simple rules to achieve crucial objectives of various strategies of the hospital. Minimization of un-billables; Importance of insurance approval for all elective surgical cases; Control of discretionary spending.

  • MARKET ORIENTATION AND STRATEGIC TYPE: AN EMPIRICAL INVESTIGATION INVOLVING THE MILES AND SNOW.... Franzak, Frank; McDermott, Dennis; Little, Michael // AMA Winter Educators' Conference Proceedings;1993, Vol. 4, p420 

    Examines the relationship between strategic types of the market orientation of hospitals in the United States. Components of marketing orientation; Influence of adaptation on the ability of the firm to meet goals; Importance of overall strategic orientation.

  • Going after Geist. McLaughlin, Kathleen // Indianapolis Business Journal;11/16/2009, Vol. 30 Issue 37, p15 

    The article reports on the expansion plan of Hancock County Regional Hospital in March 2010 in McCordsville, Indiana. It mentions that the new facility will offer urgent care, imaging, and physical therapy and will accommodate offices for doctors. The plan was made due to the slight increase of...

  • Leadership: Where Are We Heading? DeStefano, Marie S. // Journal of Oncology Management;Jul/Aug2004, Vol. 13 Issue 4, p6 

    Explores the key components in physician leadership in managing an oncology program. Importance of ensuring an effective and strong physician and administrative leadership; Ability to develop and manage the hospital culture; Demonstration of strategic planning and fiscal skills.

  • When suitors come to call. Grobmyer, Jim // Trustee;Sep98, Vol. 51 Issue 8, p27 

    Focuses on acquisitions in the hospital sector in the United States. Why small and midsize community and rural hospitals are being targeted for acquisition; How hospital trustees can determine the validity of an offer; Contention that some trustees are ill-equipped to know whether they should...

  • The Committee on Governance Corner.  // Trustee;May99, Vol. 52 Issue 5, p4 

    Outlines several options for making strategic plans. Steps in preparing for major strategic changes; Information on the `Principles and Guidelines for Changes in Hospital Ownership,' approved by the American Hospitals Association.

  • staying on course with strategic metrics. Krentz, Susanna E.; DeBoer, Aaron M.; Preble, Sasha N. // hfm (Healthcare Financial Management);May2006, Vol. 60 Issue 5, p86 

    The article focuses on the use of strategic metrics by hospitals and other healthcare providers in the U.S. Metrics that combines a measure and a target can be developed for tactical and strategic planning. They must be used by providers to monitor implementation of their organization's...

  • Extent Of Director Involvement In The Strategic Management Process: Does Occupational Background Make A Difference? Ibrahim, Nabil A.; Angelidis, John P.; Howard, Donald P. // Journal of Applied Business Research;2007 1st Quarter, Vol. 23 Issue 1, p29 

    Propositions were tested with original survey data from 224 directors from nineteen hospitals to determine the extent of their involvement in the strategic management process. In most areas, board members whose occupational background is in health care tend to be less engaged than their...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics