Succeeding as an Executive: An E-Curriculum for Physician Executives

Health care today is being reshaped along patterns of industrial management. Increased emphasis is now being placed on management solutions to overall health care issues such as cost and quality. Managerial decisions are now more proximate and relevant to clinical outcomes, and tighter patterns of integration are blurring distinctions between managerial and clinical roles and objectives.

This program is sponsored by Wyeth-Ayerst and is designed for physician executives to help them assess and improve their management skills. Using an interactive case-based method, available through a world wide web interface, we put physician executives in a realistic situation where they learn by doing. Along the way, they have a chance to stop and learn what the management experts think, and to reflect on the choices they will make in the program.

The Succeeding as an Executive program has been created with these professional challenges in mind. It was designed by experienced physician executives and health care management experts to teach the skills of successful managers.

Center for Applied Research (CFAR)
Mario Moussa, Ph.D, Principal, Adjunct Senior Fellow, Leonard Davis Institute of Health Economics
Jennifer Tomasik, MS, Associate
Maya Shanbhag, Analyst

NCI Managed Care
Steven Peskin, MD, MBA, FACP, President
Stephen Toman, MBA, Senior Consultant

Medical Directions, Inc.
John Harris, MD, President
Cheryl Novalis-Marine

Editorial Board
Leonard Davis Institute of Health Economics, University of Pennsylvania
David A. Asch, MD, MBA Executive Director, Leonard Davis Institute; Robert D. Eilers Associate Professor of Medicine and Health Care Management and Economics, School of Medicine and The Wharton School
Kathy Pearson, PhD, Director, Health Care Management Executive Education; Adjunct Assistant Professor of Operations and Information Management, The Wharton School
L. Robert Burns, PhD, MBA, James Joo-Jin Kim Professor of Health Care Systems and Management, The Wharton School
Sankey V. Williams, MD, Chief, Division of General Internal Medicine, University of Pennsylvania Health System;
Sol Katz Professor of General Internal Medicine; Professor of Health Care Systems, The Wharton School

Advisory Board
Ed Lowenstein, MD, Consultant
Al Martin, MD, Chief Medical Officer, Blue Shield of California
Michael Montijo, MD, Chief Medical Officer, HIP of New York
Joseph Berry, MD, Vice President QA, United Healthcare
Dennis Glick, MD, Medical Director, Health Plan of the Redwoods
Donovan Christie, MD, Network Medical Director, Aetna US Healthcare
Marc Edelstein, MD, Group VP Network, AvMed Health Plan
David Govaker, MD, Corporate Medical Director, Humana, Inc.
Harvey Kaufman, MD, Chief Medical Officer, Valence Health
Hossein Tehrani, MD, National Medical Director, United Healthcare

Course Overview and Objectives

You are the star of this show: a new Medical Director in a mid-sized managed care organization that has embarked on an aggressive growth plan. You've been on the job for two days when the CEO charges you with improving several of the plan's NCQA HEDIS̉ Effectiveness of Care Measures. You know very little about the health plan's history with HEDIS and even less about the people whose help you'll need to uncover and solve the problem. What do you do?

The program presents a series of management problems and organizational challenges. Your task is to evaluate and structure a complex problem; to collect and use the data needed to identify your options; to develop and present your solutions to the CEO; and to design and implement your plan. You will tackle each of these challenges in four separate modules. Each module ends with a short quiz designed to test what you learned. If you pass this quiz, you will receive CME credit through the University of Pennsylvania School of Medicine

Following are some highlights of the learning objectives and key behavioral skills that you will take away from this program.

Module One: Identifying the Business Problem

  • Scope the key organizational and business issues
  • Assess resources needed to tackle a problem
  • Pick the right team for a job
  • Launch a complex project
  • Interpret preliminary data n
  • Manage organizational and business dynamics n
  • Motivate staff n
  • Build a team n
  • Influence others
Module Two: Managing and Mobilizing Resources: Data, People, and Dollars
  • Manage a team through the data collection process
  • Use data to shape actionable options
  • Draft a business case
  • Assign roles and responsibilities to a team
  • Run effective meetings
  • Evaluate and use data
  • Get work done through others
Module Three: Making a Business Case
  • Present the business case to the CEO and other important players
  • Develop a communication plan
  • Start planning for implementation
  • Assess the upside and downside potential of the project
  • Deliver executive-level recommendations
  • Gather support for your initiatives
  • Influence opinion-leaders

Module Four: Leading Change
  • Implement your turnaround program
  • Manage change in your organization

  • Lead organizational change
  • Manage multiple teams
  • Wield influence up, down, and across the organization
  • Close-out projects

The program contains a set of resources and 'experts' whose help you may call on in case you get stumped along the way. For example, if you think you need data to help you with a decision, you will be able to ask for help from the Quality Measurement and Marketing departments. Links to helpful articles and management materials are also placed strategically throughout the course. As the program progresses, you will have an opportunity to present your proposal to the CEO and to implement your plan. You can expect to get real-time feedback on your ideas.

Copyright ©2000 The Leonard Davis Institute of Health Economics.
All Rights Reserved.
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Copyright ©2002
The Leonard Davis Institute of Health Economics.
All Rights Reserved.