Sandra Gill | Benedictine University (original) (raw)
Papers by Sandra Gill
Academy of Management Proceedings, 1978
From the classical decision model of planning (Friedmann, 1969), logics of four types of decision... more From the classical decision model of planning (Friedmann, 1969), logics of four types of decisionmakers-policymakers, program implementors, planners and evaluators-are explored within hypothetical decisionmaking contexts. Issues of high technical and political complexity are predictable arenas for conflict, suggesting the need for diagnostic skills and appropriate group processes.
Physician executive, 1995
Physicians and other medical professionals undergo extensive professional training for the privil... more Physicians and other medical professionals undergo extensive professional training for the privilege of obtaining their professional licenses. For most physicians, clinical training is conducted in extremely competitive circumstances. Many physicians endorse competition as an appropriate method for producing greater individual and collective competence within the profession. Competition, however, is a very limited way to resolve conflicts. And, in the current environment of greater resource restrictions and reform, the competitive model, at best, seems short-sighted. Many of the current relationships involving physicians and others are transitional, involving various partners in numerous practice and professional relationships. For example, medical practices are merging; hospitals are engaging physicians in numerous business structures, even employment. However, longer term relationships are enhanced by mutual respect and collaboration, rather than chronic competition to "win&q...
Surgery, 2005
Despite marked differences in training and professional interests, physicians and hospital manage... more Despite marked differences in training and professional interests, physicians and hospital managers face similar problems stemming from the unprecedented rate of change in the health care delivery system: failure of reimbursement to keep pace with rising costs, new therapeutic modalities, increasing government and managed care regulations, heightened consumerism, and an aging patient population. In the face of these mounting challenges, both physicians and hospital managers could benefit significantly from a climate of collaboration and interdependence. This article presents a "case report" of a community teaching hospital in which practicing physicians and hospital administrators collaborated to develop an operating plan for the next 3 years to improve the practice environment. The physicians recommended new clinical priorities to enhance service to patients and families, to improve physician-physician communication, to develop clinical protocols, and to build coordinated diagnostic treatment centers, which the administration has implemented. Physicians and hospital managers can no longer pass on cost increases at will to patients and third-party payers. Nor can physicians and managers ignore the heightened power of patients and third-party payers. Effective dialogue and collaboration are in all parties' interests to optimize patient care and to develop innovative services. Despite the tensions created by competition and rapid change, transformation from a blaming to a learning environment may be a key strategic advantage in today's health care marketplace.
Healthcare Management Forum, 1988
One of the six corollaries to high quality healthcare identified in a 1987 study indicated that a... more One of the six corollaries to high quality healthcare identified in a 1987 study indicated that a team approach is required, although it challenges the notion of the professional autonomy of the medical staff. There are both individual and delivery system barriers to formation of partnerships and resistance to the change process. Combined with different views between physicians and executives, partnership building is a complicated process, and a number of recommendations are suggested to promote better relationships.
Health Care Management Review, 1987
Leadership protocols may be used to develop commitment to organizational goals and norms, and to ... more Leadership protocols may be used to develop commitment to organizational goals and norms, and to maintain disciplinary policies and procedures in health care organizations. Recent legal decisions and research from management and social psychology support these protocols.
Health Care Management Review, 1985
Concern with teamwork in medical centers has often focused on cohesion and affiliation. Based on ... more Concern with teamwork in medical centers has often focused on cohesion and affiliation. Based on data concerning personality propensities and values of physician leaders, it appears that due process is a more realistic leadership aspiration than cohesion.
Health Care Management Review, 1985
Demands placed on health care leaders in the eighties are likely to impinge even more on the fami... more Demands placed on health care leaders in the eighties are likely to impinge even more on the family and marital relationships as rapid changes in traditional practice patterns and organizational structures occur.
The mutual dependence of corporations and society implies that both business decisions and social... more The mutual dependence of corporations and society implies that both business decisions and social policies must follow the principle of shared value. That is, choices must benefit both sides. If either a business or a society pursues policies that benefit its interests at the expense of the other, it will find itself on a dangerous path. A temporary gain to one will undermine the longterm prosperity of both" (Porter and Kramer, 2006:7). Corporate social responsibility (CSR) was identified as a major issue in the May 2007 APO Study Meeting on the Social Dimensions of Productivity, in Kuala Lumpur, Malaysia. This paper defines CSR and offers three perspectives: 1) a brief review of current debates and perspectives on CSR; 2) promising organizational implementation practices; and 3) issues identified by APO member country participants. It concludes with strategic directions and actions for member countries derived from the creative conference deliberations. Current Debate on Corporate Social Responsibility The definition of CSR is a subject of debate (Abreu and David, 2004: 109). It may be defined generally as "a concept whereby corporations integrate environmental and social concerns"
Surgery, 2005
Despite marked differences in training and professional interests, physicians and hospital manage... more Despite marked differences in training and professional interests, physicians and hospital managers face similar problems stemming from the unprecedented rate of change in the health care delivery system: failure of reimbursement to keep pace with rising costs, new therapeutic modalities, increasing government and managed care regulations, heightened consumerism, and an aging patient population. In the face of these mounting challenges, both physicians and hospital managers could benefit significantly from a climate of collaboration and interdependence. This article presents a "case report" of a community teaching hospital in which practicing physicians and hospital administrators collaborated to develop an operating plan for the next 3 years to improve the practice environment. The physicians recommended new clinical priorities to enhance service to patients and families, to improve physician-physician communication, to develop clinical protocols, and to build coordinated...
Academy of Management Proceedings, 1978
From the classical decision model of planning (Friedmann, 1969), logics of four types of decision... more From the classical decision model of planning (Friedmann, 1969), logics of four types of decisionmakers-policymakers, program implementors, planners and evaluators-are explored within hypothetical decisionmaking contexts. Issues of high technical and political complexity are predictable arenas for conflict, suggesting the need for diagnostic skills and appropriate group processes.
Physician executive, 1995
Physicians and other medical professionals undergo extensive professional training for the privil... more Physicians and other medical professionals undergo extensive professional training for the privilege of obtaining their professional licenses. For most physicians, clinical training is conducted in extremely competitive circumstances. Many physicians endorse competition as an appropriate method for producing greater individual and collective competence within the profession. Competition, however, is a very limited way to resolve conflicts. And, in the current environment of greater resource restrictions and reform, the competitive model, at best, seems short-sighted. Many of the current relationships involving physicians and others are transitional, involving various partners in numerous practice and professional relationships. For example, medical practices are merging; hospitals are engaging physicians in numerous business structures, even employment. However, longer term relationships are enhanced by mutual respect and collaboration, rather than chronic competition to "win&q...
Surgery, 2005
Despite marked differences in training and professional interests, physicians and hospital manage... more Despite marked differences in training and professional interests, physicians and hospital managers face similar problems stemming from the unprecedented rate of change in the health care delivery system: failure of reimbursement to keep pace with rising costs, new therapeutic modalities, increasing government and managed care regulations, heightened consumerism, and an aging patient population. In the face of these mounting challenges, both physicians and hospital managers could benefit significantly from a climate of collaboration and interdependence. This article presents a "case report" of a community teaching hospital in which practicing physicians and hospital administrators collaborated to develop an operating plan for the next 3 years to improve the practice environment. The physicians recommended new clinical priorities to enhance service to patients and families, to improve physician-physician communication, to develop clinical protocols, and to build coordinated diagnostic treatment centers, which the administration has implemented. Physicians and hospital managers can no longer pass on cost increases at will to patients and third-party payers. Nor can physicians and managers ignore the heightened power of patients and third-party payers. Effective dialogue and collaboration are in all parties' interests to optimize patient care and to develop innovative services. Despite the tensions created by competition and rapid change, transformation from a blaming to a learning environment may be a key strategic advantage in today's health care marketplace.
Healthcare Management Forum, 1988
One of the six corollaries to high quality healthcare identified in a 1987 study indicated that a... more One of the six corollaries to high quality healthcare identified in a 1987 study indicated that a team approach is required, although it challenges the notion of the professional autonomy of the medical staff. There are both individual and delivery system barriers to formation of partnerships and resistance to the change process. Combined with different views between physicians and executives, partnership building is a complicated process, and a number of recommendations are suggested to promote better relationships.
Health Care Management Review, 1987
Leadership protocols may be used to develop commitment to organizational goals and norms, and to ... more Leadership protocols may be used to develop commitment to organizational goals and norms, and to maintain disciplinary policies and procedures in health care organizations. Recent legal decisions and research from management and social psychology support these protocols.
Health Care Management Review, 1985
Concern with teamwork in medical centers has often focused on cohesion and affiliation. Based on ... more Concern with teamwork in medical centers has often focused on cohesion and affiliation. Based on data concerning personality propensities and values of physician leaders, it appears that due process is a more realistic leadership aspiration than cohesion.
Health Care Management Review, 1985
Demands placed on health care leaders in the eighties are likely to impinge even more on the fami... more Demands placed on health care leaders in the eighties are likely to impinge even more on the family and marital relationships as rapid changes in traditional practice patterns and organizational structures occur.
The mutual dependence of corporations and society implies that both business decisions and social... more The mutual dependence of corporations and society implies that both business decisions and social policies must follow the principle of shared value. That is, choices must benefit both sides. If either a business or a society pursues policies that benefit its interests at the expense of the other, it will find itself on a dangerous path. A temporary gain to one will undermine the longterm prosperity of both" (Porter and Kramer, 2006:7). Corporate social responsibility (CSR) was identified as a major issue in the May 2007 APO Study Meeting on the Social Dimensions of Productivity, in Kuala Lumpur, Malaysia. This paper defines CSR and offers three perspectives: 1) a brief review of current debates and perspectives on CSR; 2) promising organizational implementation practices; and 3) issues identified by APO member country participants. It concludes with strategic directions and actions for member countries derived from the creative conference deliberations. Current Debate on Corporate Social Responsibility The definition of CSR is a subject of debate (Abreu and David, 2004: 109). It may be defined generally as "a concept whereby corporations integrate environmental and social concerns"
Surgery, 2005
Despite marked differences in training and professional interests, physicians and hospital manage... more Despite marked differences in training and professional interests, physicians and hospital managers face similar problems stemming from the unprecedented rate of change in the health care delivery system: failure of reimbursement to keep pace with rising costs, new therapeutic modalities, increasing government and managed care regulations, heightened consumerism, and an aging patient population. In the face of these mounting challenges, both physicians and hospital managers could benefit significantly from a climate of collaboration and interdependence. This article presents a "case report" of a community teaching hospital in which practicing physicians and hospital administrators collaborated to develop an operating plan for the next 3 years to improve the practice environment. The physicians recommended new clinical priorities to enhance service to patients and families, to improve physician-physician communication, to develop clinical protocols, and to build coordinated...