A Comparison of Country's Cultural Dimensions and Health Outcomes.

Research comparing health care systems of countries, with a particular emphasis on health care spending and health care outcomes, has found unexplained differences which are often attributed to the countries' cultures, yet these cultural dimensions are never completely identified or measured. This study examines if culture predicts a country's population health, measured as life expectancy and health care spending. Using the Hofstede country-level measures (six dimensions) of culture as independent variables, two regression models to predict life expectancy and per capita health care using 2016 World Bank data were developed.

Gender differences in career progression and career satisfaction among graduates of a midwestern M.H.S.A. program.

This article compares factors influencing career success among male and female health services manager alumni. A sample of 833 M.H.

Strategic implications of culturally competent care.

Providing culturally competent care has implications for health care managers and their organizations that go beyond a simple clinical perspective. The article defines culturally competent care and suggests what the specific strategic implications of delivering such care are. The author suggests the definition of culturally competent care for a health care manager as "the ability of any health care provider of any cultural background in one's organization to effectively treat any patient of any cultural background.

The movement for diversity in health care management.

Efforts of health care management leaders to increase the diversity of its ranks have had limited success. A combination of factors, including emphasis on simply focusing on numeric goals and compliance with existing regulatory requirements, has given rise to the loss of an ethical and moral basis for why diversity should be embraced as a concept. The article suggests that a movement for diversity needs to be embraced at all levels of management and those impacting the healthcare management workforce, including academia and public policy makers.

The real success in failure.

The purpose of this article is to present a new way of looking at failure. In today's high-pressure environment, managers typically focus on meeting various productivity or financial goals, keeping within normal limits, eliminating outliers, and generally avoiding being noticed for anything that may be perceived as negative--i.e.