Abstract
Complex 21st century healthcare systems require leaders capable of making strategic decisions grounded on sound medical and healthcare knowledge and practices. Traditionally, these two domains have been viewed through a binary lens. In the 21st century, these domains are best viewed through a unitary lens. Consequently, several medical and business schools have developed joint programs to train physician leaders who receive both medical (MD) and master of business administration (MBA) degrees. St. Joseph's University in partnership with Lancaster General Health (LG Health) system developed an Executive MBA program for aspiring healthcare system leaders who previously trained for only one domain. This chapter examines the impact of the Executive MBA on clinical leaders and the organization they serve.
TopIntroduction
Program impact is an outcome measurement, “a systematic way to assess the extent to which a program has achieved its intended results” (The Evaluation Forum, 2000, p.9).
Performance, value and impact are important for all involved in planning, designing, implementing and delivering a new program. Any individual or organization investing resources such as time and money in their personnel expect to receive a positive return in today's financial and political economy. Shrinking budgets and rising expenses place an emphasis on gathering data, which documents program impact. Examining impact serves as a way to build and maintain program credibility as well as justify use of limited resources.
A variety of methods and techniques can be used for program evaluation. This chapter describes how program graduates of a bespoke (personalized to organizational needs) Pharmaceutical and Healthcare Marketing MBA for Executives developed by St. Joseph’s University (SJU), Erivan K. Haub School of Business in partnership with Lancaster General Health (LG Health) reflected on their change in skill, competencies, knowledge, and attitudes toward leadership, collegiality, and organizational strategic planning.
TopMd/Mba Program
Combined MD/MBA programs is a relatively new but growing phenomena in the US. Currently, 40% of US medical schools have established a medical doctorate (MD) and master of business administration (MBA) dual-degree program, a fivefold increase since the mid-1990s (Patel, Arora, Patel, Kinney, Pauly, & Asch, 2014), and approximately 500 medical students graduate with this dual degree each year (Viswanathan, 2014). Rather than adding two more years of education, these programs integrate the medical and administration curriculum into five years. Typically, students completing a dual degree program take a year off between the second and third years of medical school to complete their MBA requirements (Lemon, 2018), completing the MD/MBA program in one extra year on top of medical school.
Key Terms in this Chapter
Lancaster General Health: Is a comprehensive healthcare delivery system with an earned reputation for excellence, compassion, quality, and cost effectiveness. Located in Lancaster, Pennsylvania.
Leadership Style: Manner and approach of providing direction, implementing plans, and motivating people.
Program Impact: Examines the effects of the program in achieving specific goals.
Leadership Development: The development of the capacity of groups and organizations for leadership as a shared and collective process balancing individual skill-enhancement and organizational capacity building.
Clinical Leadership: Individual skills, knowledge, and competencies required to effectively balance the needs of patients and team members within resource constraints and management.
Innovative Program: The deliberate development of a program to develop and enhance clinical leadership.
Team Leadership: Practices and values exhibited by leaders, governing a specific group of individuals who are working towards achieving a particular goal or objective.