An affordable, time-saving solution to medical staff leadership training. Physicians who accept or are assigned leadership positions are often left on their own to develop leadership skills and educate themselves about their responsibilities as medical staff leaders. Just because a physician is a great clinician does not mean he or she is a great leader. The challenges of being a successful medical staff leader are twofold: You must be well-versed in your role and responsibilities (i.e., peer review, credentialing, medical staff bylaws), and you must inspire other medical staff members to follow the rules while continuing to deliver excellent patient care. A well-trained medical staff leader is vital to the culture of a hospital's medical staff and can save a hospital from the expense of lawsuits affiliated with negligent credentialing/peer review. This book aims to teach physicians how to become great medical staff leaders and how to motivate other medical staff members on topics such as: - AHP credentialing and supervision - Reappointment challenges - Physician-hospital competition - Liability risks - Medical staff disharmony and distrust Table of Contents Chapter 1: Where to Begin? Principles of Governance Chapter 2: Meetings: The Cost of Holding a Meeting Chapter 3: Meetings: How to Run an Effective Meeting Chapter 4: Overcoming Physician Apathy Chapter 5: Job Descriptions: Medical Staff Leaders Chapter 6: The VPMA/CMO: Where This Fits Chapter 7: Credentialing and Privileging: Requirements, Guidelines and Tips Chapter 8: New Technology Privileges Chapter 9: Privileging Disputes and How to Resolve Them Chapter 10: Advanced Practice Professionals Chapter 11: Low-Volume, No-Volume Practitioners Chapter 12: The Aging Physician Chapter 13: Proctoring (FPPE) Chapter 14: Peer Review (OPPE): Some Best Practices Chapter 15: Dealing with the Physician with Problems Chapter 16: Corrective Action: The Good, the Bad and the Ugly Chapter 17: Physicians and Hospital Administration: They re Just Different Chapter 18: EMTALA and Emergency Department Coverage Chapter 19: Conflicts of Interest Chapter 20: Economic Credentialing Chapter 21: Physician-Nursing Relationships Chapter 22: Health Care Finance: A Primer Chapter 23: Medical Errors Disclosure Chapter 24: Employed Practitioners Chapter 25: Contracted Practitioners Chapter 26: Confidentiality Chapter 27: Accreditation and Regulation Chapter 28: Bylaws and Related Documents Chapter 29: Medical Staff Governance: Myths and Misconceptions Chapter 30: Personal Characteristics of Great Leaders Who will benefit from this book? Directors of medical staff offices, vice presidents of medical affairs, medical staff presidents, credentials committee chairs and members, committee and department chairs

The Medical Staff Leader's Survival Guide

HCPRO

William K. Cors MD MMM FACPE

Medical Books

HCPro

An Integrated Approach to Marketing Orthopedic and Neuroscience Service Lines offers a unique perspective based on the authors' extensive experiences in both the marketing and orthopedics industries. Coauthors William K. Cors, MD, MMM, FACPE, and Frederick J. Barnes, MD, FAAOS, FACS, bring senior hospital and healthcare system management experience, and Michael Gilpin and Patrick T. Buckley, MPA, bring extensive experience as healthcare marketing professionals. Brought together, these authors provide unique composite insight from three different perspectives: physician, consultant, and practitioner. In a clear and succinct style, this resource outlines the key marketing fundamentals and strategies critical for building and growing an accomplished, integrated orthopedic service line in the 21st century.Blending the perspective of two physicians and two marketing healthcare professionals, this book:
 - Provides a detailed road map for marketing and promoting today's integrated orthopedics and neurosciences service line - Brings together best marketing practices with best clinical practices - Explains why the customer's point of view must be your marketing point of view - Outlines why marketing must be a collaborative, ongoing activity that involves the entire organization
View the Table of Contents:
Chapter 1: The Changing Landscape Chapter 2: When Marketing and Operations Become the Experience Chapter 3: Marketing Intelligence and Intelligent Marketing: Effectively Using Market Information Chapter 4: Positioning and Branding Your Service Line Chapter 5: Blueprint Your Investment: The Ortho/Neuro Marketing Plan Chapter 6: Marketing Communications and Promotion Chapter 7: Mirror-Mirror: Internal Marketing Chapter 8: A Peek Into the Future: Marketing Orthopedics and Neuroscience

An Integrated Approach to Marketing Orthopedic and Neuroscience Service Lines

HCPro Inc.

HealthLeaders Media

Patrick T. Buckley MPA

Michael Gilpin

Frederick J. Barnes MD FAAOS FACS

Medicine

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Books by William K. Cors MD MMM FACPE