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AAMC Data and Research Studies on Organization and
Management
The AAMC maintains data and conducts research studies on the organizational
structure and operations of medical schools and their related hospitals,
practice plans, and parent universities.
Organizational Characteristics Database (OCD)
This database provides information
on a number of dimensions about the organizational characteristics of
medical schools and their affiliated teaching hospitals including:
- institutional control of a particular medical school;
- relationship between a medical school and its parent university;
- integrated hospitals that are affiliated with a particular medical
school and hospital ownership;
- detailed relationship between a medical school and its integrated
hospitals;
- structure of faculty practice plan of a medical school;
- listing of community-based schools.
Synopses of Recent and Current Research
Faculty Issues | Organizational
Issues | Management and Leadership
Faculty Issues
Faculty Policies
- Bunton, S.A., and Mallon, W.T. The
Continued Evolution of Faculty Appointment and Tenure Policies at U.S.
Medical Schools. Academic Medicine 82 (March 2007): 281-289.
This article, which is based on a 2005 survey of the 125 U.S. medical
schools, examines appointment and tenure policies for both basic science
and clinical faculty. Results show that changes in the financial guarantee
associated with tenure have transformed the fundamental concept of tenure
at many medical schools, and the percentage of schools that have lengthened
the probationary period for tenure-track faculty has steadily increased
during the past 25 years. Tenure-clock-stopping policies and part-time
tenure policies continue to exist at medical schools, though results
indicate low faculty use of the policies.
- Mallon, W.T., and Korn, D. Bonus
Pay for Research Faculty. Science 303 (23 Jan. 2004): 476-477.
With increasing frequency, schools are instituting salary bonus plans
to reward basic science faculty for crossing certain thresholds of sponsored
research funding or recovering targeted portions of their salaries from
extramural grant support. The authors discuss this change in compensation
policy and its potential implications.
- Jones, R.F., and Gold, J. The
Present and Future of Appointment, Tenure, and Compensation Policies
for Medical School Clinical Faculty. Academic Medicine 76 (October
2001): 993-1004.
The authors present findings about appointment, tenure, and compensation
policies to describe how medical schools are redefining the terms under
which they relate to their full-time clinical faculties. They suggest
that the challenge all schools face is to define these terms in ways
that allow the schools to continue to attract high-quality faculty while
avoiding an insupportable financial liability.
Faculty Attrition
- Yamagata, H. Trends
in Faculty Attrition at U.S. Medical Schools, 1980-1999. Analysis
in Brief 2 (March 2002).
This analysis addresses the following questions: (1) Are medical school
faculty members leaving their positions at an increasing rate? (2) Do
trends in attrition rates vary among faculty by degree (M.D. vs. Ph.D.)
and department type (clinical vs basic science)? (3) Do trends in attrition
rates vary among faculty by gender and race?
Foreign-Graduate Faculty
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Liu, M., and Yamagata, H. Trends
Among Foreign-Graduate Faculty at U.S. Medical Schools, 1981-2000.
Analysis in Brief 3 (June 2003).
This analysis answers the following questions: (1) To what extent
are U.S. medical school faculty composed of those educated in foreign
countries? (2) How many of these individuals are in basic science
and clinical science departments? (3) What type of advanced degrees
do they hold? (4) In which countries did they receive their training?
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Organizational Issues
Institutional Mergers
- Mallon, W.T. The
Alchemists: A Case Study of a Failed Merger in Academic Medicine.
Academic Medicine 78 (November 2003): 1090-1104.
In 1997, Pennsylvania State University's Hershey Medical Center and
Geisinger Health System in Danville, Pennsylvania, announced plans to
merge into one large clinical enterprise. The merger unwound three years
later. Based on extensive interviews and document analysis, this case
study examines six aspects of the merger and de-merger between the two
organizations.
Regional Medical Campuses
- Mallon, W.T., Liu, M., Jones, R.F., and Whitcomb, M. Regional
Medical Campuses: Bridging Communities, Enhancing Mission, Expanding
Medical Education. Washington, DC: AAMC, 2006.
This report focuses on the unique organization and history of geographically
separate campuses at U.S. medical schools. It provides an understanding
of the purpose, scope of operations, organizational arrangements and
management issues of clinical campuses affiliated with U.S. medical
schools.
Organization of the Basic Sciences
Interdisciplinary Centers and Institutes
- This initiative
examines the role of interdisciplinary research centers and institutes
in the organization and structure of the biomedical sciences and explores
the management implications for medical school and university leaders.
Management and Leadership
- Mallon, W.T., and Jones, R.F. How
Do Medical Schools Use Measurement Systems to Track Faculty Activity
and Productivity in Teaching? Academic Medicine 77 (February 2002):
115-123.
The authors describe their findings from a study that (1) identified
41 medical schools or medical school departments that used metric systems
to quantify faculty activity and productivity in teaching and (2) analyzed
the purposes and progress of those systems. They also identified six
challenges that the institutions encountered with these metric systems:
- Biebuyck, J.F. and Mallon, W.T. The
Successful Medical School Department Chair: A Guide to Good Institutional
Practice. Washington, DC: AAMC, 2002 and 2003.
Module 1: Search Selection, Appointment, Transition
Defines good practice in the search, selection, and appointment practices
of department chair
Module 2: Characteristics, Responsibilities, Expectations, Skill
Sets
Addressed department chair responsibilities and expectations and identifies
good practice for developing the skill sets required to carry out those
responsibilities
Module 3: Performance, Evaluation, Rewards, Renewal
Focus on evaluation and review of the chair, career development, and
issues related to transition and termination
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