Management in Practice
Hospital management in Ethiopia
In a country with some 76 million people and only 138 hospitals, Ethiopia is looking to make the most of limited resources by working with Yale and the Clinton Foundation to train hospital administrators.
Listening to patients and staff
A large physicians’ group practice in Massachusetts is improving the experience of patients and staff by breaking down the organizational hierarchy and encouraging process improvement from the bottom up.
Making healthcare accountable
Sostena Romano sees herself as responsible for producing results for both stakeholders and shareholders in the Clinton Foundation’s HIV/AIDS initiative.
How do you face the unknown?
Nature abhors a vacuum. Air invades emptiness. Water floods open space. What happens when a wall is breached and markets are allowed to enter countries where they’d previously been banned? In the 1990s, Rosemary Ripley participated in the infusion of private enterprise into former command economies.
What does it take to create a market?
Creating a new market is different from developing a new product or service — it requires convincing an array of customers, partners, and other constituencies to see the world differently. And the effects can be far reaching, as markets are capable of taking on a life of their own. A media and technological innovator, a leader in the use of finance to address social problems, and a creator of housing futures discuss the risks and rewards of attempting the trick.
Do markets need integrity?
For almost 40 years, Professor Michael C. Jensen has been a leader in elucidating the complex system of incentives and limitations that underlies business trends. Dean Joel Podolny spoke with Jensen about the market for corporate control, agency theory, and the benefits of integrity.
Are markets always efficient?
Legendary investor Martin Whitman describes the factors that push markets toward efficiency — and how inefficiency presents opportunities for investors.
What moves markets?
Markets bend to forces on the immense scale of macroeconomics. But they’re also nudged, poked, and even redirected by the individuals who work in them. In a 20-plus-year career, Teresa Barger has hit nearly every financial sector and every continent.