Accountable Care Organizations in California: Promise and Performance

California has more accountable care organizations (ACOs) than any other state in the country, with particularly rapid growth over the past two years. This report introduces new evidence that ACOs improve the quality of care, increase patient satisfaction, and may reduce costs

Outcomes of Self-Directed Work Groups in Telecommunications Services

[Excerpt] The purpose of my presentation is to consider whether the use of self-directed teams enhances competitiveness in services. In the context of heightened competition brought about by deregulation and the internationalization of service markets, do team-based work systems produce higher quality service and customer satisfaction? Do workers benefit as well? Should unions as well as management support this innovation? If so, under what conditions and why? This presentation complements that of the other panelists in this session in important ways. First, while Verma provides an overview of the array of workplace innovations being introduced in telecommunications firms (from joint labor-management consultation to total quality and self-management), I focus on a more detailed quantitative assessment of use of one of those innovations—self-directed work groups. Second, I consider the ways in which the introduction of self-managed teams differentially affects the job characteristics of two of the groups identified in Herzenbergs typology of work systems in services: the semiautonomous groups (represented by customer service representatives in telecommunications) and the autonomous groups (exemplified by network field technicians)

Driving Value in Medicaid Primary Care: The Role of Shared Support Networks for Physician Practices

Examines the challenges of transforming small primary care practices under healthcare reform and options for Medicaid to drive changes through practice supports to help implement and sustain new models of care or catalyze investments in new systems

The changing role of banking supervision

Financial services industry - Europe ; Bank supervision ; Europe

Strategic Organizational Response of an Indo-Japenese Joint Venture to Indian's Economic Liberalization

The Indian economy began its liberalization process in 1991 under the structural adjustment program of the IMF and the World Bank. The structural adjustment program required India to deregulate in a phased manner, eliminate the license regime and to open its economy to foreign capital. With the opening of the economy, the Indian market has become intensely competitive and turbulent with the entry of greater foreign participation. This paper tries to build a conceptual model of strategic response through effective human resource management policies and practices within such a market environment. The article tries to understand this phenomenon from a contingency perspective through a single detailed case-study of an Indo-Japanese Joint Venture. Several issues relating to organizational redesign, effective corporate responses like organizational redesign, professional and employee oriented modes of management and a hybrid model of Indo-Japanese HRM interventions are discussed.Liberalization; Corporate response; Organizational design; Japanese management systems; Human resource management

Comparison of Provisions from Colorado's Blue Ribbon Commission for Health Care Reform and Federal Health Care Reform

A new issue brief commissioned by The Colorado Trust, and authored by the two lead staff members of the Colorado's Blue Ribbon Commission on Healthcare Reform (the 208 Commission), Tracy L. Johnson, PhD, Health Policy Solutions and Sarah Schulte, MHSA, Schulte Consulting, shows that there is significant agreement between our state's recommendations and the new federal law