xRead - Outside the Box (March 2024) - Full Articles

World J Surg (2018) 42:1655–1665

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Fig. 2 Heat map summary of findings from the current study, organized according to publication (horizontal axis) and category type (vertical axis). Legend: type of study: P prospective, R retrospective, CC case control, S survey. Asterisk indicates studies that only included MPH degree. Survey sample key: M medical student/fellow, R resident, A attending physician

has indicated that this is best achieved using the best practices to influence clinical decision making and mea suring outcomes to improve the process. With an under standing of financial and public health concerns, the MD/ MBA is prepared for evaluating improvement in overall outcomes, including high physician satisfaction, increased patient satisfaction, reduced costs and improved clinical process and outcome measures across multiple diseases [28]. Furthermore, a recent focus on quality and account ability has been seen in US healthcare. Our investigation has led to the findings that physician reimbursement is shifting from a fee-for-service to quality-based metrics model. We have found that MD/MBAs are prepared to face new challenges to the traditional reliance on structural aspects of healthcare delivery. The business curriculum caters to new goals of reaching higher provider account ability, reducing litigation costs and maximizing consumer satisfaction. Additionally, our review suggests that team-building skills are among the most important value-added benefits for students pursuing the MD/MBA dual degree. The ability to work as part of a team is widely acknowledged to be a critical skill for healthcare providers. This attribute of team building is a key component of promoting patient safety and improving the efficacy and efficiency of care. However, studies have found that the medical profession in particular lags behind other fields in understanding, assessing and supporting teamwork [31]. Therefore, the responsibility becomes the physicians to articulate goals for collaborative cohesion. Zwarenstein et al. [32] found that greater coordination and communication was achieved by the MD/MBA’s in interprofessional groups.

institutions is derived from a number of cost drivers and financial performance factors. Several studies have con cluded that hospitals with the most clinician involvement in management affairs performed 50% higher on drivers of performance, such as effectiveness of overall management, performance management and leadership as compared with hospitals with little clinical leadership. Combining leader ship skills and training with their clinical expertise, PEs have the potential to become influential leaders capable of breaking down silos, team building and creating a new vision of healthcare delivery [15, 16, 20]. Our study has discovered an increasing trend in the number of US medical students completing the MD/MBA dual degree. As mentioned, we believe that students are identifying many of value-adding skills eluded in this study before making their decision. Our investigation also dis covered benefits were gained from the long-term implica tions of receiving the educational training. Under the current climate, at least six of the top seven sources of physician dissatisfaction are influenced by the leadership of healthcare organizations. These include cost cutting by hospitals, scant opportunities for teaching and research, hospital utilization review and declining autonomy for making both medical and non-medical decisions. [1] Fur thermore, 81% of physicians with MBA degree believed their business degree was instrumental in career advance ment and important in overall job satisfaction [14]. The MD/MBA student is trained to add value to pro cesses by identifying areas of cost inefficiency and for mulate strategies for improvement. The key principles of continuous quality improvement (CQI) and disease man agement utilize a model for healthcare improvement that focuses on designing the best practices. Our investigation

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