As Newton-Wellesley Hospital (NWH) maintain their traditions in private practice, while remaining efficient and competitive in the healthcare industry, with enhanced integration between physicians and hospitals? This decision facing the Newton Wellesley Hospital president Mike Jelinek in 2009, but several trends, higher costs and low incomes, the changing dynamics of the labor force, as well as changes in reimbursement models that threaten to disrupt the organizational model of NWH's website. As in other U.S. community hospitals, NWH has historically been staffed mostly with private practice, but in recent years Jellinek has taken several steps towards further integration, such as the recruitment of primary care physicians and Hospitalists, and even suggests the formation of an organization of physicians (PO) -move the veteran private practice strongly opposed. In 2009, NWH is famous for high quality service and financially strong, but given external pressure, most of the hospital agrees that reform is needed to improve the profitability of hospitals and doctors, while maintaining a high quality of patient care. Differences of opinion on how to improve the hospital revealed differences between some private practice physicians and administration. The essence of their dispute centers on one question. How to make the organizational changes necessary to maintain NWH efficient and competitive in a reduction in the rate of income growth, and to honor their tradition of independence of the doctor "Hide
by Richard Bohmer, Natalie Kindred Source: Harvard Business School 19 pages. Publication Date: May 14, 2009. Prod. #: 609088-PDF-ENG
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