127 related articles for article (PubMed ID: 10108008)
1. At the core. A system measures the level of employee commitment to its core values.
Solbach MT; Atchison TA; Ryan KE
Health Prog; 1990 Dec; 71(10):42-5. PubMed ID: 10108008
[TBL] [Abstract][Full Text] [Related]
2. Partnerships for the future. A new vision for the Catholic healthcare ministry.
Kramer RJ
Health Prog; 1991 Jun; 72(5):42-5, 55. PubMed ID: 10110911
[TBL] [Abstract][Full Text] [Related]
3. Common ground. Affiliations help freestanding facilities strengthen their ministry.
Hume SK
Health Prog; 1990 Dec; 71(10):38-41. PubMed ID: 10108007
[No Abstract] [Full Text] [Related]
4. UNIfying a corporate family. Hologram, annual report, and employee store help UniHealth cement corporate bonds. UniHealth America, Burbank, CA.
Profiles Healthc Mark; 1993; (54):14-20. PubMed ID: 10127419
[No Abstract] [Full Text] [Related]
5. Measuring corporate culture to ensure mission fulfillment.
Hulsebus-Fong C
Health Prog; 1988 Nov; 69(9):44-7. PubMed ID: 10290848
[TBL] [Abstract][Full Text] [Related]
6. The necessity of mission integration. A system develops processes to weave values into the life of the organization.
Vandenberg P; Grant MK
Health Prog; 1992 Oct; 73(8):32-5. PubMed ID: 10121476
[TBL] [Abstract][Full Text] [Related]
7. A commitment to values. A system integrates core values with leadership development.
Maxfield MM
Health Prog; 1991; 72(1):71-5. PubMed ID: 10108429
[TBL] [Abstract][Full Text] [Related]
8. Commitment to diversity. A system's diversity program prepares it for the future.
Cornelison C
Health Prog; 1995; 76(7):23-5. PubMed ID: 10145129
[TBL] [Abstract][Full Text] [Related]
9. Advancing mission in the marketplace. Integrated strategic planning and budgeting helps a system remain accountable.
Smessaert AH
Health Prog; 1992 Oct; 73(8):38-41. PubMed ID: 10121477
[TBL] [Abstract][Full Text] [Related]
10. Increasing employee productivity, job satisfaction, and organizational commitment.
McNeese-Smith D
Hosp Health Serv Adm; 1996; 41(2):160-75. PubMed ID: 10157961
[TBL] [Abstract][Full Text] [Related]
11. A measure of growth. A system's corporate ethics committee assesses its accomplishments and future direction.
Sullivan PA; Egan M
Health Prog; 1993 Nov; 74(9):44-7, 52. PubMed ID: 10129796
[TBL] [Abstract][Full Text] [Related]
12. Systems face challenges. Interview by Donald E.L. Johnson.
Brown FL
Health Care Strateg Manage; 1991 Apr; 9(4):8-12. PubMed ID: 10109775
[TBL] [Abstract][Full Text] [Related]
13. Systemwide board assessment.
Hafertepe EC
Health Prog; 1987; 68(1):82-6. PubMed ID: 10280363
[TBL] [Abstract][Full Text] [Related]
14. Planning high on agenda. Interview by Donald E. L. Johnson.
Hart NC
Health Care Strateg Manage; 1991 Jan; 9(1):9-13. PubMed ID: 10108626
[No Abstract] [Full Text] [Related]
15. A trust relationship. A medical advisory board builds physician commitment to a healthcare facility.
Keith JM
Health Prog; 1991; 72(6):37-9. PubMed ID: 10111804
[TBL] [Abstract][Full Text] [Related]
16. A strategic approach to employee retention.
Gering J; Conner J
Healthc Financ Manage; 2002 Nov; 56(11):40-4. PubMed ID: 12656028
[TBL] [Abstract][Full Text] [Related]
17. Effective organizations are driven by values. Survey data show that values-driven Catholic health care facilities are effective facilities.
Fassel D
Health Prog; 2002; 83(5):35-6, 51. PubMed ID: 12239898
[No Abstract] [Full Text] [Related]
18. Sharing your culture with a new partner. Catholic system implements plan to integrate values when it acquires a for-profit hospital.
Fitzpatrick MA
Health Prog; 1996; 77(6):54-7. PubMed ID: 10163237
[TBL] [Abstract][Full Text] [Related]
19. The board's role in meaningful collaboration. After negotiations are completed, a new round of work begins.
Deets MK
Health Prog; 1991 Jun; 72(5):46-8, 55. PubMed ID: 10110912
[TBL] [Abstract][Full Text] [Related]
20. Culture clash ... and how to deal with it.
Mycek S
Trustee; 2000 Oct; 53(9):6-11, 1. PubMed ID: 11785242
[TBL] [Abstract][Full Text] [Related]
[Next] [New Search]