| Dates | Location | Tuition |
|---|---|---|
| Jun 14, 2009 - Jul 3, 2009 | Philadelphia | $1,500 |
Tuition for this program is sponsored by a gift from Johnson & Johnson and does not include lodging and some meals.
As a nurse executive, you face unprecedented challenges. Mounting cost pressures, revenue challenges, increased responsibility amidst greater complexity, mergers, alliances, and restructuring continually reshape your world. To lead and succeed in this highly complex environment, you need strong strategic, financial, and managerial skills. You also need a deep understanding of the dynamics of organizations and creative approaches to problem solving.
Wharton's curriculum teaches nurse executives to think strategically and to hone their leadership abilities. This program enables senior nurse executives to bring their clinical voice more effectively to policy and planning tables, and to do so as full partners in decision-making processes. You will learn the latest management tools and perspectives — essential in helping you develop creative solutions to current competitive challenges.
You will learn specific approaches to financial planning, including institutional and departmental budgeting, and examine broader issues related to the economics of health care. In addition to the quantitative side, we focus on organizational systems and planning, strategic thinking, and managing complexity. Finally, you will learn and practice skills for managing people, building and maintaining alliances, and negotiating effectively.
While at Wharton
The Fellows Program in Management for Nurse Executives uses a multidimensional approach of lectures, group work, and a strategy simulation that offers new insights and provides participants opportunities to apply the learning. The faculty, a team of experts in diverse business disciplines, provides in-depth knowledge in core business areas. Participants are encouraged to apply the insights gained in the program to their own organizations.
Group Work
A key aim of the program is to address topics of immediate importance to you, as an executive leader. We achieve this aim by designing our program so that Fellows work throughout the three weeks in self-selected groups on projects they often develop themselves. Our faculty encourages group work as a means of creative problem solving and skill development.
Computer-Based Simulations
We use interactive computer simulations to replicate the competitive environment in which you and your organizations live. With a full compliment of didactic sessions surrounding these interactive exercises, the curriculum becomes a complete testing ground — a safe harbor in which to work with colleagues and faculty to expand and broaden your management tool kit.The simulations focus on strategy, systems thinking, negotiation, and financial management and often reveal unanticipated consequences — ripple effects — of complex decisions. They examine and test your assumptions about the potential effects of changes in utilization, payment, and competition and offer the opportunity to explore a variety of possible management strategies for dealing with change.
Executive Forum: Taking It Home
You, your organization, and your CEO or COO make a large commitment to this program. Johnson & Johnson makes a large commitment. Our faculty and staff make a large commitment. This commitment helps to ensure that the program has an impact on you and your organization.
To help secure this impact, we require that the CEO or COO of the company join us for a three-day Executive Forum. This distinctive, cornerstone component of the Johnson & Johnson|Wharton Fellows Program illustrates our deep commitment to developing your ability to ensure a clinical voice at the most senior levels of decision making (and the willingness of your organization to hear that voice).
The Executive Forum provides an uncommon opportunity for you and your CEO or COO to consider and model real-time opportunities to apply key health care management concepts in your organization.
Commit, With Us, to Lifelong Education
We are committed to your continued professional management development. Attending the program is just the beginning.
As a Johnson & Johnson|Wharton Fellow, you will join an exclusive global network of nearly 1,000 alumni. We help reinforce what you have learned in our classroom — and support your new opportunity to share ideas with this distinctive community of senior nurse executives — in a number of ways.
The Johnson & Johnson Family of Companies
Johnson & Johnson is the world's most comprehensive and broadly based manufacturer of health care products, as well as a provider of related services, for the consumer, pharmaceutical, and medical devices and diagnostics markets. Over 119,400 employees at more than 250 Johnson & Johnson companies work with partners in health care to touch the lives of more than a billion people everyday throughout the world. For more information, visit www.jnj.com.
Benchmarking for Impact
You will complete status checks on your development before and after the program. These status checks help us to gauge the success of the program and, more importantly, help keep you and your CEO or COO focused on your development as a senior leader. Status checks may include surveys, interviews, and/or participation in a focus group with your CEO or COO.
Alumni Networking Site
Disengaging from work to join other Fellows is extremely important, but today's hectic environment may not always make that possible. That is why we have created a special website for the alumni network, www.executivefellows.net, where Fellows can reach each other through an online directory and tap into the Wharton School’s resources at any time. Information, advice, and support from an outstanding class of peers are all within easy reach.
The program draws on the resources of the University of Pennsylvania, particularly the Wharton School and the School of Nursing. Among the program faculty are some of the nation’s leading researchers in health care management and consultants to major health care organizations around the world. As a result, each year the program reflects the latest approaches and techniques in management education as applied to current health care issues and challenges.
GREGORY
SHEA
Faculty Associate, Center for Leadership and Change Management
The Wharton School
LAWTON
R.
BURNS, PhD
Professor of Health Care Systems and Management
Director, Wharton Center for Health Management and Economics
Senior fellow, Leonard Davis Institute of Health Economics
The Wharton School
Dr. Burns has analyzed physician-organization integration over the past twenty years. In recognition of this research, the Hospital Research and Educational Trust in 1992 named Dr. Burns the Edwin L. Crosby Memorial Fellow. In addition to this research, Dr. Burns has conducted extensive analyses of the Allegheny Health Education & Research Foundation (AHERF) bankruptcy, and is now completing a book on the bankruptcy and the Philadelphia hospital market. Dr. Burns has also received an Investigator Award from the Robert Wood Johnson Foundation to study the reasons for failure in organizational change efforts by healthcare providers.
Most recently, he has completed a book on supply chain management in the healthcare industry: The Health Care Value Chain (Jossey-Bass, 2002). The study focuses on the strategic alliances and partnerships developing between pharmaceutical firms/distributors, disposable manufacturers, medical device manufacturers, group purchasing organizations, and organized delivery systems. He has also completed a companion volume on The Business of Healthcare Innovation (Cambridge University Press, 2005), which examines the market structure and trends in the pharmaceutical, biotechnology, medical device, and information system sectors of the global health care industry.
ZEHAVIT
COHEN
Apax Partners
WILLIAM
G.
FELKEY, PhD
Harrison School of Pharmacy
Auburn University
From a list of over a dozen awards, he is the founding editor of Computer Medicine for the Hospital Pharmacist. In 1992, he was the winner of the International Interactive Communication Society, Best Interactive Program, “About Your Diabetes”. Bill co-developed PHOCUST (Pharmacist Opportunities in Compliance Using Skills Training) which received the H.A.B. Dunning Award in 1993 by the American Pharmaceutical Association. His other professional accomplishments include the Most Outstanding Faculty Member of the School of Pharmacy for 1996, and in 1997, he received the Auburn University Outreach Ward for Excellence.
Bill has secured or assisted in delivering over five million dollars of funded research while at Auburn. He has presented and published over 800 papers and presentations on topics of computers, health system informatics, use of technology in medical and pharmacy practice, and management and technology issues in healthcare. His students call him Professor Gadget and Bill says when you meet him, you will have met the guy who dies with the most toys.
PDA’s are a part of his research agenda and he often has informal “beaming” parties throughout any meeting he attends. Professor Felkey will show you how to strategically position your organization for integration of the internet. He consults regularly with computer vendors, and with the wholesale drug and pharmaceutical industry. He has presented to professional audiences in all 50 states, Puerto Rico, and over a dozen foreign countries.
STEVEN
FINKLER, PhD, CPA
Wagner School of Public Service, New York University
Among his publications are 17 books and more than 200 journal articles. His books include Budgeting Concepts for Nurse Managers, 3rd edition; Financial Management for Nurse Managers and Executives, 2nd edition (with Chris Kovner); and Accounting Fundamentals for Health Care Management (with David Ward). He has published articles in Nursing Economics, the Journal of Nursing Administration, the Western Journal of Nursing Research, Nursing Administration Quarterly, the New England Journal of Medicine, and other leading journals.
He is currently working on the 3rd edition of Financial Management for Nurse Managers and Executives (with Chris Kovner and Cheryl Jones), and the 4th edition of Budgeting Concepts for Nurse Managers (with Mary McHugh).
He received a BS and MS from the Wharton School, where he majored in accounting and finance. His master's degree in economics and PhD in business administration were awarded by Stanford University. Dr. Finkler, who is also a CPA, worked for several years as an auditor with Ernst and Young and was on the Wharton faculty before joining New York University.
BRUCE
GRESH, PhD
FRANCES
JOHNSTON, PhD
Prior to co-founding Teleos Leadership Institute, Fran was the regional organizational effectiveness and management development practice leader and senior consultant with the Hay Group. Before joining Hay, she taught and worked at The Wharton School of the University of Pennsylvania where she was responsible for the design and implementation of custom executive education programs. She was also adjunct faculty in the Leadership Program of The Wharton School’s MBA program, as well as Instructor of Group and Social Process at Temple University and the Community College of Philadelphia. In addition, she is a long time network member of Elsie Y. Cross Associates, Inc., one of the premier diversity and organizational consulting firms in the country which works primarily with Fortune 100 companies. She is on the faculty of the Organization and Systems Development Program of the Gestalt Institute of Cleveland, where she teaches consultants and executives to facilitate complex systems change as emotionally intelligent leaders.
Fran received her Ph.D. from Temple University in Adult and Organizational Development. She received her Masters in Sports Psychology from Temple University where she helped athletes integrate mind, body and emotion in pursuit of high performance and an integrated sense of self. She received her undergraduate degree in English Literature from the University of Pennsylvania. She is Associate Editor of the first-ever Encyclopedia of Women in Sport in America (1999).
SEAN
NICHOLSON, PhD
Faculty Research Fellow, National Bureau of Economic Research
Specific research projects include: the effect of financing constraints on biotech and pharmaceutical drug development; estimating a quality-adjusted price index for colon cancer drugs; examining whether physicians’ treatment decisions are influenced by where they train and how their peers treat patients; the welfare effects of variation in physician treatment styles; and measuring the cost to employers of absences and on-the-job productivity losses due to poor health.
Prior to joining the PAM Department in 2004, Sean was a faculty member in the Health Care Systems Department at The Wharton School of the University of Pennsylvania. He received a BA from Dartmouth College in 1986 and a PhD in economics from the University of Wisconsin-Madison in 1997.
KATHY
PEARSON, PhD
The Wharton School
Dr. Pearson is heavily involved in Executive Education at the Wharton School and DSI, teaching on a variety of topics such as Critical Thinking, Scenario Planning, Strategic Decision Making, Project Management, and Stakeholder Analysis. As academic director for many programs, she is responsible for the design of the academic curriculum, the integration of the material, and the overall educational quality of the program. Specifically, Dr. Pearson has served as the academic director for the Wharton Executive Management Program for Academic Surgery Leaders, the Patient Safety Leadership Academy Executive Program, the Wharton Nursing Leaders Program, and the GlaxoSmithKline Executive Management Program for Pharmacy Leaders. Many of her participants are clinician executives, but she has also worked with executives from a wide variety of industries and has taught at CEDEP at INSEAD in Fountainebleau, France.
Dr. Pearson's industrial experience includes analytical support for the pharmaceutical industry, various hospital groups, the Department of Defense, and several manufacturing companies. Most recently, she has served on a number of quality management and best practice teams for a major health care company, has been heavily involved in developing computer simulation models for the health care industry, and has worked with several professional organizations in developing long-term strategic business plans. In addition, she has worked with hospital clinicians in the area of patient safety.
Dr. Pearson received her BS degree in Theoretical Mathematics from Auburn University, her MS degree in Decision Sciences from Georgia State University, and her PhD in Industrial Engineering (concentration in Statistics) from Northwestern University.
SHELDON
ROVIN, PhD
Consultant
Dr. Rovin's publications include over eighty-five journal articles and book chapters, and eight books. His latest three books are An Idealized Design of the US Healthcare System (1994) and Redesigning Society (2000) both written with Russell Ackoff. The third book, entitled, Medicine and Business: Bridging the Gap was published by Aspen Publishers in 2000. An earlier book entitled Managing Hospitals: Lessons from the Johnson & Johnson-Wharton Fellows Program in Management for Nurse Executives (1991), won the Journal of Nursing Administration’s 1992 Management Book of the Year Award. Another book, Beating the System, written with Russell Ackoff has been submitted for publication.
Dr. Rovin's principal consulting interests are the application of systems thinking, idealized design, interactive planning and creative thinking to the design, management and leadership of organizations. Some of his more recent clients include the American Medical Association, Johnson and Johnson, and the Dartmouth Hitchcock Medical Center. He has won several teaching awards. He was the Dean of the University of Washington, College of Dentistry from 1973 to 1977. Prior to this he was professor and chair of the Dept. of Oral Pathology and professor of General Pathology at the University of Kentucky Colleges of Dentistry and Medicine, respectively. Sheldon is a diplomat of the American Board of Oral Pathology and holds DDS and MS degrees from the University of Michigan.
MIKE
USEEM, PhD
Professor of Management
The Wharton School