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This profile was last updated on 1/8/11  and contains information from public web pages and contributions from the ZoomInfo community.

Dr. Robert J. Solomon

Wrong Dr. Robert J. Solomon?

Professor of Business Administrat...

Local Address: Williamsburg, Virginia, United States
Graduate School of Business Administration at the College of William and Mary
 
Background

Employment History

  • Professor of Business Administration
    Mason School of Business
  • Professor of Business Administration
    Mason School of Business at The College of William & Mary
  • Consultant
    VHA Inc.
  • College of William and Mary

Education

  • Ph.D.
    The College of William
  • Ph.D.
    The College of William & Mary
9 Total References
Web References
Physiatry Practice Management Resources - Discounting Services - How Low Can You Go?
www.pmandr.com, 8 Jan 2011 [cached]
Therein lies a classic trap for doctors, says Robert J. Solomon, Ph.D., a professor of business administration at the Graduate School of Business Administration at the College of William and Mary in Williamsburg, Va. "A lot of doctors equate working harder with making more money. The solution to falling income is to take on more patients."
But that only works if you are receiving enough payment for your services to cover your costs plus putting some money in your own pocket at the end of the day, says Dr. Solomon, who has written two books on medical practice management and works with medical groups and health systems across the country as a consultant for VHA Inc. "There are some contracts that it is better to just walk away from than to accept the financial consequences."
Telling the good from the bad and ugly contracts
The problem is distinguishing money-losing managed care contracts from those with reasonable discounts that will build your practice. Finding the answer is more complex than simply projecting how much money a given contract may bring in, Dr. Solomon says.
...
Always know where your risks lie and try to offset them in negotiations, Dr. Solomon says. With a capitated contract, volume is often the least predictable element. Stop-loss coverage and options to reopen negotiations are important hedges against volume risk.
But Dr. Solomon emphasizes that knowing your costs is the key. "If you don't know your costs, you have no basis for analyzing a contract or negotiating changes."
Of course, managed care firms often will not negotiate contracts. In that case, it's still important to know your costs so you can judge whether to simply walk away.
"There are a few exceptions, of course, but in most markets you don't need to take every contract that's offered to keep your practice going," Dr. Solomon says.
Author: Robert J. Solomon, ...
www.programservices.org, 18 Mar 2006 [cached]
Author: Robert J. Solomon, Ph.D. is Professor of Business Administration in the Mason School of Business, The College of William
...
Author: Robert J. Solomon, Ph.D. is Professor of Business Administration in the Mason School of Business, The College of William & Mary, Williamsburg, Virginia. He is author of the books The Physician-Manager's Handbook, The Physician-Manager's Handbook 2nd Edition, and Clinical Practice Management. He has managed an outpatient practice providing psychiatric, psychological, and clinical social work services and is a licensed industrial psychologist. He wrote a monthly column on medical business issues for American Medical News for six years, and has published over thirty refereed journal papers and conference proceedings including publications in Journal Of Health Care Marketing, Journal Of Medical Practice Management, and Archives Of Ophthalmology. Dr. Solomon has conducted physician leadership development programs for over fifty health care systems nationwide. These programs have focused on physician leadership, change management, and negotiation skills. He has also consulted with medical practices.
The Physician Manager's Handbook: Essential Business Skills for Succeeding in Health Care
www.pohly.com, 1 Dec 2007 [cached]
Robert Solomon, PhD
...
Robert J. Solomon, PhD, is Professor of Business Administration in the Mason School of Business at The College of William & Mary in Williamsburg, Virginia. He is the author of The Physician-Manager's Handbook, The Physician-Manager's Handbook 2nd Edition, and Clinical Practice Management . He has managed an outpatient practice providing psychiatric, psychological, and clinical social work services and is a licensed industrial psychologist. He wrote a monthly column on medical business issues for American Medical News for six years, and has published over thirty refereed journal papers and conference proceedings including publications in Journal Of Health Care Marketing, Journal Of Medical Practice Management , and Archives Of Ophthalmology. Dr. Solomon has conducted physician leadership development programs for over fifty health care systems nationwide. These programs have focused on physician leadership, change management, and negotiation skills. He has also consulted with medical practices.
Physiatrists Practice Management Portal - Discounting Services - How Low Can You Go?
www.pmandr.com, 5 Aug 2006 [cached]
Therein lies a classic trap for doctors, says Robert J. Solomon, Ph.D., a professor of business administration at the Graduate School of Business Administration at the College of William and Mary in Williamsburg, Va. ,A lot of doctors equate working harder with making more money.The solution to falling income is to take on more patients.,
But that only works if you are receiving enough payment for your services to cover your costs plus putting some money in your own pocket at the end of the day, says Dr. Solomon, who has written two books on medical practice management and works with medical groups and health systems across the country as a consultant for VHA Inc. ,There are some contracts that it is better to just walk away from than to accept the financial consequences.,
Telling the good from the bad and ugly contracts
The problem is distinguishing money-losing managed care contracts from those with reasonable discounts that will build your practice.Finding the answer is more complex than simply projecting how much money a given contract may bring in, Dr. Solomon says.
...
Always know where your risks lie and try to offset them in negotiations, Dr. Solomon says.With a capitated contract, volume is often the least predictable element.Stop-loss coverage and options to reopen negotiations are important hedges against volume risk.
But Dr. Solomon emphasizes that knowing your costs is the key. ,If you don,t know your costs, you have no basis for analyzing a contract or negotiating changes.,
What's New in TCV Surgery at Winthrop
www.tcvsurg.org, 20 Oct 2001 [cached]
At the meeting attended by hundreds of cardiac specialists and healthcare administrators, Robert J. Solomon, PhD, Professor at the Graduate School of Business Administration at The College of William & Mary, discussed effecting change in healthcare delivery.His presentation included a look at the forces generating change, the complexities of resistance, strategies for effective change and considerations when selecting change tactics.As a successful case example that reflected his concepts, he selected Winthrop's cardiac surgery program.
Referring to Winthrop's process of change in TCV, he said: "In 1989, they took a critical look at what they did and how they did it.They identified what was broken, and motivated people to change the process.And they built a winner.It's a dynamite story of change management."
In 1989, the hospital's cardiac surgery program was ranked at the bottom in New York State for risk-adjusted mortality.
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