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FELLOWSHIP
MODELS
The
following models illustrate possible fellowship content. The list is not
intended to be exhaustive—only illustrative. While the diversity and managerial
needs of the field suggest a wide variety of fellowship options, tailored
to individual interests and talents, the overall management experience
provided by the fellowship must be applicable to diverse future work settings
such as healthcare providers, alternative delivery systems, consulting
firms, or healthcare-related businesses.
- Operations generalist: Activities in this model would include
analytical problem-solving and leadership opportunities dealing with
central functions of the healthcare organization’s major departments,
such as surgery, internal medicine, pediatrics, obstetrics, nursing,
social service, pharmacy, respiratory therapy, physiotherapy, anesthesiology,
radiology and pathology, central supply, nutrition/dietetics, facility
management, and materials management. Organizational problem solving,
management decision making, and effective application of leadership
principles are key areas for extensive exposure and learning by the
fellow.
- Financial management specialist: The majority of the fellowship
tasks and projects should focus on application of skills in financial
analysis, accounting, capital and departmental budgeting, and auditing.
Some of these projects should be overseen by generalists, with an emphasis
on application of knowledge and skills developed in university graduate
programs in the operational setting.
- Information systems, data processing, and operations research specialist:
The majority of fellowship tasks and projects should be oriented toward
planning, developing, and implementing broad information systems and
the application of operations research techniques. While emphasizing
this functional specialty, the fellow should also be exposed to the
generalist role of operations management in the case of a single institution
and/or corporate information systems management in the case of a multi-institutional
system setting.
- Marketing and program planning specialist: The majority of
fellowship experiences should include projects and tasks related to
market research, planning, and promotion; interpretation of patient/customer/physician
attitudes, values, and expectations; assessment of current programs;
and testing of the clinical, operational, financial, ethical, medical,
and legal feasibility of proposed programs. Examples of services that
might be included in this type of fellowship are those involving high
technology equipment; medical programs, such as organ transplantation,
burn centers, airborne medical evacuation services, and sports medicine;
and community-based services, such as home healthcare and hospice programs.
- Communications and fundraising specialist: Of particular relevance
are projects in or with the public relations department resulting in
development of communications tools and techniques; assessment of constituency,
consumer attitudes, expectations, and level of support; a critique of
fundraising programs; projects in planning and implementation of fundraising
efforts, such as specific activities that are part of annual or capital
campaigns.
- Human resources development specialist: Typical projects and
content of the fellowship would include serving as a member of a management
bargaining team; participation in development and/or analysis of the
salary and benefits programs for the organization; experience in handling
employee grievance procedures; work on employee-related publications;
and coaching within the new employee orientation programs. Again, some
of these projects should be carried out under the direction of a person
highly seasoned and experienced in human resources development, while
other projects should be carried out under the direction of a hospital
generalist.
- Integrated delivery system generalist: Experiences are similar
to those of the operations generalist, but rather than focusing on a
single operational setting, they focus more on relations between member
institutions and management of large and diverse issues and functions,
such as corporate structure, capital finance, and systemwide strategic
planning. The experience in this model will likely be more fluid and
more externally oriented than that of the operations generalist. Again,
however, there is a premium on development of analytical leadership
and decision-making skills.
The following
represent other fellowship models:
- Integrated delivery system finance specialist
- Integrated delivery system corporate strategic planning specialist
- Health policy formulation and analysis specialist
- Community agency and services coordinator
- New business development generalist or specialist (e.g., alternative
healthcare delivery system, HMO, IPA, etc.)
- Medical group manager
- Nursing home and/or home health manager
- Insurance and health services finance specialist
- Multi-organization generalist (fellow participates in operations
at two or more participating organizations)
- Community-based health development partnership specialist
- Quality management and value assessment specialist
- Healthcare association generalist
- Government organization and policy planning specialist
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