anybody that do good work

R
 
onald C, Spaeth, FACHE, illustrates in our interview the reasons that ACHE has
honored him with its 2005 Cold Medal Award, As a former faculty member
and current civic leader and chief executive officer, he advocates for mentorship,
community and physician relations, and working with professionals from diverse
backgrounds and fields of study. As we learn his thoughts on various management
challenges, we understand his enthusiasm for the profession and his successful
career in healthcare management.
In the Funding column, William Cleverley and James Cleverley use a hospital
building-replacement scenario to demonstrate the critical relationships between
funded depreciation, cash flow, and a formal debt policy, Paul Preston’s Communication
column illustrates how “proxemics”—the science of distance and space that
marks people’s interactions—can distort or shape the messages we convey,
Sara Imhof and Brian Kaskie’s article presents several best practices in the
provision of end-of-life care. They offer justifications for and guidance in establishing
a palliative care program that responds to the needs of the dying and their
families.
In their article, John Griffith and Kenneth White examine the processes and
outcomes of organizations that have been awarded the prestigious Malcolm Baldrige
National Quality Award in Health Care, The authors suggest that the level
of excellence achieved by these institutions requires a revolution in organizational
culture,
Lawton Burns, Cilbert Cimm, and Sean Nicholson’s research tests the impact
of organizational integration on financial performance. Their findings offer lessons
about the importance of the scale of investment and the model of integration in
the long-term economic success or failure of a healthcare system.
Healthcare leaders can take pivotal ideas from every section in this issue to
position themselves and their institutions for the current revolution in healthcare
management,
Kyle L, Crazier,
 
DR,P,H,
Editor
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