Resume of Howard L. Smith, Page 2 - UW Tacoma … of Howard L. Smith, Page 2 2 2013: MBA, EMBA and the MS in Finance. The first cohort of the MSF began in February 2014 and the first

Resume of Howard L. Smith, Page 2

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2013: MBA, EMBA and the MS in Finance. The first cohort of the MSF began in February 2014 and the first

cohort of the MBA began in October 2014. The second cohorts of both the MSF and MBA began in August

2015. Recruiting is underway to fill the third cohorts.

Created the College of Business Executive Council. The College’s Executive Council was established

with Nat Webb, Class of 1966, as the inaugural Chair. The Council includes 17 alumni and regional, national

and international business leaders such as a VP of American Airlines, the CEO of Cole-Haan in Tokyo, the

Managing Partner of Morgan Stanley in New York and the CEO of Stimson Lumber in Portland.

Recruited and Hired New Faculty. A senior Professor of Accounting, a term Assistant Professor of

Accounting, and a Visiting Assistant Professor in Finance were hired in 2014. The College’s hiring plan

includes filling 3 new tenure track positions for AY 2015-2016 and 4 positions for AY 2016-2017.

Secured new physical plant to house the graduate program of the College on Pacific University’s Health

Professions Campus in Hillsboro. Efforts are underway to raise capital for a new building to house the entire

College.

Revised the BA in Business Administration curriculum. The College’s undergraduate curriculum was

streamlined to enable business majors to pursue minors and double majors. Changes have made the business

administration major and minor more flexible, expanded breadth and choice in areas of focus, and incorporated

more experiential elements within the degree. Three new concentrations were approved subject to obtaining

adequate faculty staffing: Sports Management & Marketing; Actuarial Science & Risk Management;

Entrepreneurship & Small Business Management.

Promoted the College and recruited students. New promotional brochures and web-based initiatives

have been professionally crafted and distributed to potential students. The College has worked closely with

Marketing and Communication to improve the College’s webpage while integrating updated facts and new

Boxer Tale videos showcasing the College. With the advent of the graduate program, the College greatly

expanded its on-line presence and guerilla marketing tactics. Enrollment results for the first 2014 MSF and 2014

MBA cohorts speak loudly to the efficacy of these tactics. Recruiting is underway for the third MSF and MBA

cohorts (August 2016).

Encouraged the College to innovate in a variety of curricular areas. Faculty members have been presented a

number of key initiatives to implement: hybrid digital delivery of the graduate programs to Pacific’s Hawaii and

Eugene offices (in process for August 2016); onsite and hybrid digital delivery of the undergraduate program to

community colleges such as Portland Community College’s Rock Creek Campus and Lane Community College

(negotiations in process for an August 2016 launch); global experiences inculcated in the graduate programs

(Aalen University, Germany[in process for June 2016]; York Saint John University, England [planned for

2016]; Obirin University, Japan [planned for 2017]; Universidad Latina de Costa Rica [in process for 2016]).

5/15/11 to 6/25/12 Professor (with tenure), Department of Management, College of Business and

Economics, Boise State University.

Affiliate Professor, Division of Health Sciences, Institute of Rural Health, Idaho State University

3/15/07 to 5/15/11 Vice President of University Advancement and Executive Director of Boise State

University Foundation (from 3/15/07 until 7/01/09 when the Foundation was mandated to

independent status by the Idaho State Board of Education)

Significant Accomplishments as Vice President of University Advancement and Executive Director


3

June 2011 received “Overall Performance Award for 2008-2011” for University Advancement at Boise

State University from the Council for Advancement and Support of Education (CASE) for fund raising best

practices. Placed in the top 5% among 874 institutions of higher education.

Initiated the first Boise State University comprehensive fund raising campaign (Destination Distinction)

on August 15, 2007 and at that time the largest fund raising campaign in Idaho history at $175 million over a

seven-year period.

By April 8, 2011, two months ahead of schedule, achieved total Destination Distinction Campaign

commitments of $180,500,000 or 103.1% of goal broken down as follows:

Student Support $21,528,000

Facilities Support $75,789,000

Academic Support $51,174,000

Teaching Support $31,887,000

From August 15, 2007 to May 15, 2011 (45 months) guided staff in raising $110,204,000 in funding. The last

year of the campaign – $34 million – exceeded the highest total annual giving ($18 million) ever raised in a non-

campaign year by Boise State University in one year.

Helped to secure Boise State’s largest gift of $13 million from the Micron Foundation for implementation of a

PhD in Material Sciences Engineering.

Secured 8.05 acres of prime Boise River waterfront adjacent to campus complete with 80,000 square-foot

building to establish Boise State University’s first research park including a $3,050,000 gift from SUPERVALU

Corporation.

With Boise State University Foundation Board assistance and cooperation from Boise State executives,

developed a memorandum of understanding to ensure that the Boise State University Foundation operated as an

autonomous entity with all proper accountability and audit capabilities to ensure the integrity of funds

management.

Completed hiring plan of almost 33% of all staff to establish a viable advancement office capable of undertaking

a comprehensive campaign and to ensure the attainment of financial targets.

Realigned the organization structure of University Advancement to make it consistent with the unit’s broader

strategy. Assisted in the development and approval of University Advancement’s first strategic plan.

Secured the addition of Barbara Morgan, former astronaut, to the Boise State faculty.

Responded to the second worst economic recession in U.S. history that reduced endowment earnings in

2008-2010 and necessitated a 40% staffing reduction due to budget cuts in state funding and Boise State

University Foundation funding. Despite significantly lowered staffing in 2008-2011, the campaign goal was

exceeded.

6/1/06 to 3/15/07 Dean, College of Business and Economics; Boise State University

Significant Accomplishments as Dean of the College of Business and Economics

Articulated a sweeping upgrade in vision, strategic objectives, strategy and tactics for the College


4

(codified in the document "From Good to Great").

Raised $13,350,000 in funding including Boise State’s second largest contribution of $12,500,000 for a

new College of Business and Economics building (under construction).

Restructured faculty professional portfolios to better balance teaching and research while also

emphasizing service.

Prepared a successful response to AACSB interim report concerns raised during a prior accreditation visit.

Report unanimously approved to the AACSB Accreditation Committee.

Implemented a process to identify 3-5 programs/areas of distinction to guide resource development.

8/1/04 to 6/30/06 Creative Enterprise Endowed Chair, Professor and Director, Program for Creative

Enterprise, Anderson Schools of Management; University of New Mexico

5/15/96 to 7/31/04 Dean, Anderson Schools of Management and School of Public Administration;

University of New Mexico

4/15/94 to 5/14/96 Interim Dean, Anderson Schools of Management and School of Public Administration;


Significant Accomplishments as Dean of the Anderson Schools of Management and School of

Public Administration

Increased the Anderson Schools of Management endowment five-fold (from $2.3M to $12M) enabling more

than 80% of tenured faculty to hold an endowed chair, professorship or lectureship/fellowship.

Increased the School of Public Administration endowment from $150,000 to over $4M including one gift of

$2.8M, the largest individual donation in the University’s history.

Raised a $1M gift from Ford Motor Company for the Anderson Schools with continuing annual allocation of

$150,000 from the Ford Foundation.

Increased student enrollments (student credit hours or SCH) 37% from 29,298 (1994) to 40,183 (2004).

Increased tenure track faculty teaching productivity 47% from 651 SCH/faculty member (1994) to 957

SCH/faculty member (2004) while reducing teaching loads from 2-3 per year to 2-2.

Led Schools to national and international rankings:

One of the top 15 business ethics programs in the world 2003-2004 (Beyond Grey Pinstripes Report,

World Resources Institute and Aspen Institute)

One of the top 16 business ethics programs in the world 2002-2003 (Beyond Grey

Pinstripes Report, World Resources Institute and Aspen Institute)

Top Ten Business School, Hispanic Business:

2003 #4 (Stanford was #3)

2002 #6

2001 #8


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2000 #10

Top Ten Value-added Business School 1994 (Tracey and Waldfogel Study, Yale University)

Diversified and upgraded the quality of faculty (In AY 2003-2004 37% of faculty are female and 25% are ethnic

minority).

Upgraded career placement office leading to consistently high levels of job placement for undergraduates (92%

in 2003-2004) and graduates (85% in 2003-2004).

Initiated the Center for Support of Economic Development in 2002 to serve as a bridge to the community and to

provide access to services of the Small Business Institute, Management of Technology Program, Native

American Management Program and Program for Creative Enterprise.

Collaborated with the Anderson Schools Foundation Board (of advisors) to build better linkages between the

faculty and business community, to raise funds through key community events (i.e., Hall of Fame Dinner, Up

and Comers Luncheon), to guide the administrative and academic efforts of the Schools (especially with respect

to accreditation), and to ensure job placement for graduates.

Integrated faculty and business community through: discipline and project advisory boards; enhanced inclusion

of executives in the classroom; student projects, internships and coops in private sector, nonprofit and

governmental organizations; and, faculty inclusion on governing boards/boards of directors.

Established a National Advisory Board comprised of the Schools’ leading alumni to advise the Schools, raise

friends and funds, inform students about role models, and to shepherd key initiatives on behalf of the Schools.

Established a School of Public Administration Advisory Board to guide the Schools and initiate a friend and

fundraising campaign.

Doubled the Executive MBA Program through annual admissions (it formerly admitted students every other

year).

Led the Schools to state-of-the-art computing equipment, software and technical support from a 1994 base of 10

year old IBM XT’s and a technology and equipment budget of $19,000.

Grew the Management Development Center’s operations 50% (Devoted to continuing executive education, in-

house training and consulting programs, and Western States School of Banking).

Reaccredited the Anderson Schools of Management (AACSB – International)

Prepared the School of Public Administration for NASPAA reaccreditation

Instituted major academic improvements:

Continuous improvement of strategic planning

Departmentalized the Anderson Schools of Management

Upgraded annual faculty performance reviews through Department Chairs

Instilled continuous process improvements in academic functions

Instituted continuous curricula reviews (EMBA, MBA, MsAcc, BBA, MPA)

Established fixed class scheduling to assist student planning


6

Chaired the University's United Way Campaign for two years (2002-2004) leading to the highest ever level of

annual contributions by the University to the United Way.

Achieved stability for the Anderson Schools of Management and the School of Public Administration (from

1980-1990 the Anderson Schools experienced a new Dean every 1.5 years; the School of Public Administration

was notorious for persistent faculty infighting).

Served in key University positions (e.g., Chair, University Budget Subcommittee; Member of University

Planning Council; chaired deans searches; chaired dean reviews, etc.).

7/1/90 to 4/14/94 Associate Dean, Anderson Schools of Management, University of New Mexico

Significant Accomplishments as Associate Dean

Prepared Schools to meet new AACSB reaccreditation standards in 1994-1995 with site visit in 1995-1996.

Revised EMBA, MBA and BBA curricula in accordance with AACSB guidelines and with business community,

student and alumni input.

Led redefinition of the Anderson Schools’ mission and strategic goals.

Developed recruitment programs to improve student diversity and to increase national and international student

applications.

Cultivated student coops, internships and job placements.

Conducted Graduate Review for University’s Office of Graduate Studies

Revised and improved faculty performance review process.

Initiated various feedback surveys (students, alumni, employers).

Established advisory committees to guide academic affairs and academic programs.

1984 to 2006 Professor, Anderson Schools of Management, University of New Mexico

1985 to 1995 Research Scientist, Institute for Health and Population Research, The Lovelace Institutes

(formerly Lovelace Medical Foundation)

1985 to 1987 Director of Research, Anderson Schools of Management, University of New Mexico

1984 to 1985 Associate Professor, Department of Health Administration, Medical College of Virginia

1981 to1984 Associate Professor of Health Systems Management, Anderson Schools of Management;

Associate Professor, Dental Programs, University of New Mexico. Promotion to Professor

and tenured May, 1984

1981 to 1982 Director, Health Systems Evaluation Program, Research Division, Lovelace Medical

Foundation

1980 to 1981 Assistant Professor of Health Systems Management, Anderson Schools of Management,


7


1979 to 1980 Assistant Professor of Health Care Management, Department of Management and

Marketing, College of Commerce and Business Administration, The University of

Alabama. Promotion to Associate Professor August, 1980

1978 to 1979 Assistant Professor, Department of Management, School of Business Administration,

San Diego State University

1976 to 1978 Assistant professor, College of Business Administration, Northern Arizona University

1973 to 1976 Predoctoral Teaching Associate, Department of Business, Government and Society,

University of Washington

1971 to 1973 Traineeship, U.S. Public Health Service, University of California, Los Angeles, School of

Public Health and Community Medicine

1972 Technical Assistant, Maryland Comprehensive Health Planning Agency

1967 to 1971 Electronic Technician, Chu Associates, El Cajon, CA

Academic Courses Taught at University Appointments

Pacific University

Strategic Management (Graduate)

Managing Today’s Organizations (Graduate)

Boise State University:

Strategic Management (Graduate)

University of New Mexico:

Health Care Finance (Graduate)

Quantitative Methods for Health Systems Management (Graduate)

Strategic Planning and Control in Health Care (Graduate)

Introduction to Health Systems (Graduate)

Internship in Health Management (Graduate)

Organization and Environment/Business Ethics (Undergraduate and Graduate)

Business Policy/Strategic Management (Undergraduate and Graduate)

Organization Behavior: Theory (Undergraduate)

Creative Leadership and Innovative Organizations (Graduate)

Medical College of Virginia:

Strategic Management in Health Care Organizations (Graduate)

Health Care Finance (Undergraduate and Graduate)

Long Term Care Administration (Undergraduate)

University of Alabama:

Organization Theory (Undergraduate and Graduate)

Fundamentals of Management (Undergraduate)

Introduction to Health (Undergraduate)


8

Planning in Health Care (Undergraduate)

San Diego State University:

Organization Theory (Graduate)

Organization Behavior (Undergraduate and Graduate)

Northern Arizona University:

Organization Structures (Undergraduate and Graduate)

Fundamentals of Management (Undergraduate)

Planning, Decision-Making and Control (Undergraduate)

University of Washington:

Business, Government and Society (Undergraduate)

Books

Prospective Payment: Managing for Operational Effectiveness. (with M.D. Fottler) Rockville, MD: Aspen

Systems Corp., 1985.

1985 "Book of the Year" Award by The American Journal of Nursing.

The Health Care Supervisor’s Guide To Staff Development. (with N.F. Elbert) Rockville, MD: Aspen

Systems Corp., 1986.

Competitive Hospitals: Management Strategies. (with R.A. Reid) Rockville, MD: Aspen Systems Corp.,

1986.

Essentials of Finance in Nursing. (with B. Mark) Rockville, MD: Aspen Systems Corp., 1987.

Strategic Nursing Management. (with J. Garner and N.F. Piland) Rockville, MD: Aspen Publishers, Inc.,

1990.

Reinventing Medical Practice: Care Delivery that Satisfies Doctors, Patients and the Bottom-line. (with

R.C. Burchell and N.F. Piland) Kendall-Hunt Publishers, 2002.

Mountain Harmonies: Walking the Western Wildernesses. Albuquerque, New Mexico: The University of New

Mexico Press, 2004.

In the Company of Wild Bears: A Celebration of Backcountry Grizzlies and Black Bears. Guilford, CT:

The Lyons Press (an imprint of The Globe Pequot), September 2006.

Taking Back the Tower: Simple Solutions for Saving Higher Education. Santa Barbara, CA: Greenwood

Press/Praeger, 2009.

The Last Best Adventure. Scotts Valley, CA: CreateSpace, 2011.

Successful Fundraising AHA! Tips: A Little Guide for BIG Results. Boise State University Centre for Creativity

and Innovation, BAT Series. Boise, ID: CCI Press, 2014.

In the Footsteps of the Anasazi: Exploring the Four Corners’ Backcountry. Scotts Valley, CA: CreateSpace,

2014.


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Refereed Publications and Book Chapters

Administration: The critical long-term care variable. (with S.M. Shortell and B.O. Saxberg) Health Care

Management Review 2:67-72, 1977.

New standards of professionalism in long-term care administration. (with P.J. Hall) Journal of Long-Term

Care Administration 5:14-21, 1977.

Administering long-term care services: A decision-making perspective. (with B.O. Saxberg and R.

Discenza) The Gerontologist 18:159-66, 1978.

The organizational imperative-paradigm or rationalization? (with K.E. Runyon) Administration and

Society 10:110-21, 1978.

New directions for employee benefits. (with S.M. Shortell, B.O. Saxberg) Journal of Long-Term Care

Administration 6:20-9-1978.

Managing manpower turnover costs. (with L.E. Watkins) The Personnel Administrator 23:46-9, 1978.

Toward improvements in parenting: A description of prenatal and post partum classes with teaching guide.

(with D. Smith) Journal of Obstetric Gynecologic and Neonatal Nursing 7:22-7,1978.

Nurses' perspectives of decision making in nursing homes. (with R. Discenza and B.O. Saxberg) Journal of

Long-Term Care Administration 6:1-12, 1978.

Cost containment through employee incentives program (book review). Journal of Long-Term Care

Administration 27:79-80, 1978.

An empirical test of the configurational theory. (with S.M. Shortell and B.O. Saxberg) Human Relations

32:667-88, 1979.

Consumer satisfaction: A model for health services administrators. (with N.W. Mitry) Health Care


The applicability of zero base budgeting in the long-term care and health services administration context.

(with J.F. Goetz) Long-Term Care and Health Services Administration Quarterly 4:32-8, 1979.

Work coordination: Methods and outcomes. Long-Term Care and Health Services Administration Quarterly

3:5-14, 1979.

Analysis of journal publications and journal review boards. Collegial nepotism or scholarly excellence?

(with N.F. Elbert and R. Discenza) Proceedings, American Institute for Decision Sciences, 1979.

An integrated approach to performance evaluation in the health care field. (with N.F. Elbert) Health Care

Management Review 5:59-59-68, 1980.

One more time: How do we motivate nursing home employees? Long-Term Care and Health Services

Administration Quarterly 4:184-200, 1980.

Quality of working life in an HMO: Comparison of medical and ancillary personnel. The Journal of


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Ambulatory Care Management 3:37-47, 1980.

An analysis of Navajo tribal administrators. (with N.F. Elbert) Journal of Non-White Concerns in Personnel

and Guidance 9:10-8, 1980.

Zero base budgeting for nursing services: An opportunity for cost containment. (with J.F. Goetz) Nursing

Forum 19:122-37, 1980.

An integrated approach to performance evaluation in the health care field. (with N.F. Elbert) In Handbook

of Health Care Human Resources Management, N. Metzger (ed). Rockville, MD: Aspen Systems

Corporation, 1981, pp. 173-80.

Nurses' quality of working life in an HMO: A comparative study. Nursing Research 30-:54-8, 1981.

Developing energy consciousness in health care facilities: Problems and realities. (with M.D. Fottler)

Health Care Management Review 6:79-87, 1981.

Costs and cost containment in nursing homes. (with M.D. Fottler) Health Services Research 6:17-41, 1981.

The impact of hospital size on nurses' quality of working life: Implications of nursing administrators. (with

N.W. Mitry) Proceedings, Academy of Management Meeting, 1981.

Cost containment in health care: A model for management research. (with M.D. Fottler and B.O. Saxberg)

Academy of Management Review 6:397-408, 1981.

Energy management in long-term care facilities: A hot or cold issue? (with R. Discenza) Journal of Long-

Term Care Administration 9:23-40, 1981.

Integrating hospice and hospital services: A management perspective. (with B. Johnson) Hospital Progress

62:52-6, 1981.

Profits and patient care quality in nursing homes: Are they compatible? (with M.D. Fottler and W.L. James)

The Gerontologist 21:532-8, 1981.

Sources of organizational power for women: Overcoming structural obstacles. (with M. Grenier) Sex Roles:

A Journal of Research 8:737-50, 1982.

A general theory of organizational deterioration. (with J. Durham) Administration and Society 14:373-400,

1982.

Planning for rural health care: The experience of the Checkerboard Area Health System. (with R. Reid)

Public Health Reports 97:156-64, 1982.

Evaluating the effectiveness of nursing home administrators. (with M.D. Fottler) Evaluation and the Health

Professions 5:145-69, 1982.

A canonical analysis of managerial-environmental relationships: Implications for methodology and policy.

(with M.D. Fottler and W.L. James) Decision Sciences 13:471-84, 1982.

Staff development in long-term care: Determining its value. Proceedings, National Foundation for Long-

Term Health Care Invitational Conference on Enhancing Job Performance Through Staff


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Development, Carefree, AZ, 1982, pp. 173-209.

Managing research scientists: Problems, solutions and an agenda for research. (with W.C. Tuttle) Journal

of Society of Research Administrators 4:31-8, 1982.

Rural health care: Opportunities for established group practices. (with D.J. Ottensmeyer) New England

Journal of Medicine 306:74-8, 1982.

Collaborative practice in obstetrics/gynecology: Implications for cost, quality and productivity. (with R.C.

Burchell, W.C. Tuttle and D.A. Thomas) American Journal of Obstetrics and Gynecology 144:621-

5, 1982.

Cost containment practices among nursing home administrators. (with M.D. Fottler) Journal of Long-Term


Rural health care: A reply. (with D.J. Ottensmeyer) New England Journal of Medicine 306:1370-, 1982.

Profits and patience are quality in nursing homes: Are they compatible? (with M.D. Fottler and W.L. James)

In: Current Gerontology: Long-Term Care, S.S. Tobin (ed). Gerontological Society of America,

1982, pp. 117-23.

Japanese management practices for materials managers. (with R. Reid) Journal of Purchasing and

Materials Management 19:14-20, 1983.

Zero base budgeting for nursing services: An opportunity for cost containment. (with J.F. Goetz) In:

Management for Nurses: A Multi-disciplinary Approach, 3rd

Edition, Stone, et al (eds). Missouri:

C.V. Mosby, 1983.

Some considerations for implementing collaborative practice. (with R.C. Burchell and D.A. Thomas)

American Journal of Medicine 74:9-13, 1983.

For-profit or not-for-profit nursing homes: Does it matter? (with J. O'Brien and B.O. Saxberg) The

Gerontologist 23:341-8, 1983.

Public incentives for effective nursing home administration. (with M.D. Fottler and B.O. Saxberg)

Proceedings, Academy of Management, 1983.

Adequacy of administrative support for nursing directors: An exploration. (with M.D. Fottler and W.L.

James) Health Care Management Review 83-32, 1983.

Energy management: Some policy considerations for small business. (with R. Reid) Southwestern Review

of Management and Economics 3:47-53, 1983.

Opportunities for institutional providers in ambulatory care. (with D.J. Ottensmeyer) Journal of Ambulatory

Care Management 6:58-68, 1983.

The impact of hospital size on nurses' quality of working life: Implication for nursing administrators. (with

N. W. Mitry) Nursing Management 14:14-8, 1983.

Nursing leadership: A buffering perspective. (with N.W. Mitry) Nursing Administration Quarterly 83-52,

1984.


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Managing external constraints: The case of nursing homes. (with M.D. Fottler) Journal of Health and

Human Resources Administration 6:324-40, 1984.

Lovelace Medical Foundation: Planning. (with D.J. Ottensmeyer) In Strategic Management and Policy,

L.A. Digman (ed). Business Publications, Inc., 1984.

Operations research applications in primary health care: An analysis in Ecuador. (with R. Reid)

Proceedings, American Institute for Decision Sciences, 1984.

Japanese management: Implications for health services administrators. (with R.C. Burchell) Hospital and

Health Services Administration Quarterly 29:72-83, 1984.

Should geriatrics be reserved for geriatricians? (with D.P. Pasternak, D.A. Thomas and S. Barol) Journal of

Family Practice 18:325-8, 1984.

Integrated rural health care systems: Managerial implications for design and implementation. (with R. Reid)

Journal of Ambulatory Care Management 7:13-28, 1984.

Implications of Japanese management practices of nursing administration. (with R.A. Reid and F. Reinow)

Journal of Nursing Administration 14:33-9, 1984.

Factors which encourage nurses to remain in nursing. (with K. Ruffing and R. Rogers) Nursing Forum

21:78-85, 1984.

Practice management: An exploratory comparison of dentists and physicians. Journal of Ambulatory Care

Management 7:42-53, 1984.

Reciprocity as a coping strategy of the elderly: A rural Irish perspective. (with A. James and W.L. James)

The Gerontologist 24:483-9, 1984.

Librarians' quality of working life: An exploration. (with F. Reinow) Journal of Library Administration

5:63-76, 1984.

The interactive influence of micro level variables on the organizational structure-effectiveness relationship.

(with J.D. Sherman) Academy of Management Journal 27:877-85, 1984.

Planning rural community health nursing needs: The experience of Ecuador. (with K. Ruffing) Journal

of Advanced Nursing 9:135-43, 1984.

Physician incentive compensation: A review with suggestions for improvement. (with D.J. Ottensmeyer

and D.P. Pasternak) Health Care Management Review 9:41-9, 1984.

Maternal and child health care in Ecuador: Obstacles and solutions. (with K. Ruffing) Health Care for

Women International 5:195-210, 1984.

Managerial reports, profits, and quality of care: Are they related? (with R. Chatfield) Journal of Long-Term


Retrenchment strategies and tactics for health services administrators. (with H. Muller) Hospital and Health

Services Administration Quarterly 30:31-43, 1985.


13

A theory of hospital organization response to regulations: A reply. (with S.M. Mick) Academy of


Evaluating department chairmen performance in medical group practice. (with D.P. Pasternak) Group

Health Journal 5:6-12, 1985.

The quality of working life for allied health professionals in an HMO. (with N.W. Mitry) Journal of Allied

Health 14:305-16, 1985.

Attaining profitability in a not-for-profit clinic: Lessons for practice management. (with S. Kassicieh and

T. Lincoln) Journal of Ambulatory Care Management 8:46-56, 1985.

Does prospective payment encourage nursing home efficiency? (with M.D. Fottler and B.O. Saxberg)

Evaluation and the Health Professions 8:209-21, 1985.

Is employee discipline obsolete? (with R. Discenza) Personnel Administrator 30:175-87, 1985.

Nursing leadership: A buffering perspective. In Contemporary Leadership Behavior: Selected Readings,

E.C. Hein and M.J. Nicholson (eds). Boston: Little, Brown and Co., 1985.

Japanese management: A model for social work administration. (with R.A. Reid and C.P. Doeing)

Administration in Social Work 9:1-12, 1985.

Managing medical supply logistics among health workers in Ecuador. (with R.A. Reid and K. Ruffing)

Social Science and Medicine, 1986.

The impact of the emergent network structure on organization socialization. (with J.D. Sherman) Journal of

Applied Behavioral Science 223-64, 1986.

Exploring the determinants of dietary costs. (with E. Harkins) Journal of Long-Term Care Administration

14:17-21, 1986.

Factors influencing consumers' selection of health insurance carriers. (with R. Rogers) Journal of Health

Care Marketing 6:6-14, 1986.

Hospital health plan affiliations: Considerations for strategy design. (with R.A. Reid and K. Fulcher)

Health Care Management Review 11:53-62, 1986.

Physician referral patterns: Implications for group practice. (with N.F. Piland and R.E. White) Group

Health Journal 7:4-12, 1986.

Strategies for retrenchment in health care organizations: The gap between theory and practice. (with M.D.

Fottler and H. Muller) Hospital and Health Services Administration Quarterly 31:29-43, 1986.

Mergers between investor-owned corporations and nonprofit hospitals: Concerns and outcomes. (with R.

Gillock and N.F. Piland) Hospital and Health Services Administration Quarterly 31:74-84, 1986.

Resolving problems in physician referral. (with N. Piland and R. White) Journal of Medical Practice



14

Metamorphosis of the health care system: A comparison of New Mexico with regional and national

hospital trends (with N. Piland) Southwestern Review of Business and Economics 5:91-101, 1986.

Physician satisfaction in group practice: A comparison of primary care physicians with specialists. (with

D.P. Pasternak and W.C. Tuttle) Group Health Journal 7:50-9, 1986.

A new agenda for the practice of medicine. (with D.J. Ottensmeyer) Frontiers of Health Services


Decentralizing supervision to attain higher productivity: The case of the Ecuadorian health system (with

R.A. Reid and K. Ruffing). International Journal of Public Administration 8:185-202, 1986.

Group practices and ambulatory care in rural areas. In New Business Development in Ambulatory Care,

Chapter 15. American Hospital Association Publications, 1987, pp. 211-22.

Assessing the job satisfaction of research scientists. (with W.C. Tuttle and D.P. Pasternak) Journal of

Society of Research Administrators 18:5-16, 1987.

Employee training and staff development. In Strategic Management of Human Resources in Health Care

Organizations, Chapter 12, S. Hernandez and M. Fottler (eds). Wiley Publishers, 1987, pp. 294-

317.

The organizational life cycle and strategic human resources management. In Strategic Management of

Human Resources in Health Care Organizations, Chapter 3, S. Hernandez and M. Fottler (eds).

Wiley Publishers, 1987, pp. 51-82.

Integrating hospice and home health services: Analysis of strategic factors. (with R.A. Reid) Home Health

Care Services Quarterly 8:87-102, 1987.

Shared medical services between the Air Force and Veterans Administration: Analysis of concerns among

providers. (with R.E. White and G. Migliaccio) Military Medicine 153:127-138, 1988.

The evolving role of health care organizations in research. (with W. Tuttle and N.F. Piland) Hospital and

Health Services Administration Quarterly 33:47-56, 1988.

Managing organizational mergers. (with R.E. White and D. Kooi) Journal of Nursing Administration 18:10-

8, 1988.

Should added incentives be given to effective public administrators? Suggestions for a research agenda.

(with D.A. Smith and C.P. Doeing) American Review of Public Administration 18:175-187, 1988.

Health promotion to allied health professionals: Considerations for program design. (with A. Phillipp, N.F.

Piland and D. Maki) Journal of Allied Health 17:231-241, 1988.

Physicians and the organizational evolution of medicine. (with R.C. Burchell, R.E. White and N.F. Piland)

Journal of the American Medical Association 260:826-831, 1988.

Substance use among nurses: Implications for critical care nursing. (with K. Mangelsdorf, A. Louderbough,

and N. Piland) Dimensions of Critical Care Nursing 8:159-168, 1988.


15

The Lovelace Medical Center: Strategies for advancing health care services in the Southwest. (with N.F.

Piland) Journal of Medical Practice Management 4:190-196, 1989.

A retrospective on Japanese management in nursing. (with K. Mangelsdorf, N. Piland, and J. Garner)

Journal of Nursing Administration 19:27-37, 1989.

Primary health care and public policy in Ecuador. (with K. Mangelsdorf and J. Luna) World Health Forum

9:509-513, 1989.

Staff development: A necessity for hospitals. (with N.F. Elbert) In Norman Metzger (ed) Handbook of

Health Care Human Resources Management (Second Edition). Rockville, MD: Aspen Publishers,

Inc., 1989.

Supplying Ecuador's health workers just in time. (with K. Mangelsdorf, J. Castro, and R.A. Reid) Interfaces

19:1-12, 1989.

Improving physical fitness in high school students: Implications from an experimental course. (with A.

Phillipp, N.F. Piland, J. Seidenwurm) Journal of Teaching in Physical Education 9:58-73, 1989.

Buffering a nursing perspective. (with N. Mitry) In E.C. Heim, M.J. Nicholson (eds.) Contemporary

Leadership Behavior: Selected Readings, 3rd edition. Scott Foresman, 1989.

Considerations for managing large scale clinical trials. (with W. Tuttle and N.F. Piland) Journal of Society

of Research Administrators 21(2):13-22, 1989.

Strategic adaptations to PPS by rural hospitals: Implications for theory and research. (with N.F. Piland)

Journal of Rural Health 6(2):140-160, 1990.

Free agents and organizational cultures. (with R. Discenza and N.F. Piland) Journal of Managerial Issues

2:307-324, 1990.

Toward a cross-cultural view of job satisfaction in nursing. (with K. Mangelsdorf) Western Journal of

Nursing Research 12:386-401, 1990.

Managing hospital-physician relations: A strategy scorecard. (with R. Reid and N.F. Piland) Health Care


Integrating corporate social performance and stakeholder management: Implications for a research agenda

in small business. (with J.K. Thompson and S. Wartick) in James Post (ed.) Research in Corporate

Social Performance and Policy, Vol. 12 JAI Press, 1990.

Social responsibility and small business: An agenda for research. (with J.K. Thompson ) Journal of Small

Business Management 29:30-44, 1991.

The first four letters say it all: Lovelace Medical Center, Incorporated. (with D. Pasternak) in J. Duncan, P.

Ginter and L. Swayne (eds). Strategic Management in Health Care Organizations. Boston: PWS-

Kent Publishing, 1991.

Cultivating physician relations to enhance rural hospital utilization. (with N.F. Piland) Journal of Rural

Health 7:192-209, 1991.


16

Resolved: Regulations like CON are necessary for organizations to achieve economic returns which ensure

survival. (with N.F. Piland) in J. Duncan, P. Ginter and L. Swayne (eds.) Strategic Issues Facing

Health Care: Point and Counter Point. Boston: PWS-Kent Publishing, 1991.

Responses to PPS by rural New Mexico hospitals. (with N.F. Piland and A. Phillipp) Health Services

Research 26:547-581, 1991.

Maintaining the fiscal viability of rural nursing facilities: A comparison to the urban setting. (with N.F.

Piland and N. Fisher) Journal of Rural Health 8(1):27-40, 1992.

Strategic planning rural health care organizations. (with N.F. Piland and M. Funk) Health Care

Management Review 17(3):63-80, 1992.

Marketing strategy determinants in rural hospitals. (with D. Haley and N.F. Piland) Journal of Hospital

Marketing 8(2), Winter 93/Spring 94.

Critical factors in recruiting HMO physicians. (with H. Fisher and D. Pasternak) Health Care Management

Review 18(1):51-62, 1993.

Does planning pay off? A look at the experience of New Mexico's rural hospitals. (with N.F. Piland)

Hospital Topics 71(1):27-35, 1993.

Nursing department strategy, planning, and performance in rural hospitals. (with S.A. Mahon and N.F.

Piland) Journal of Nursing Administration 23(4):23-34, 1993.

Assessing hospital administrators' responses to prospective payment: A case study in New Mexico. (with A.

McNamee and N.F. Piland) Evaluation in the Health Professions 16(2):144-176, 1993.

Charitable contributions by small businesses. (with J.K. Thompson and J.N. Hood) Journal of Small

Business Management 31(3):35-51, 1993.

Nursing director responses to the rural hospital environment. (with S.A. Mahon and N.F. Piland) Western

Journal of Nursing Research 15(6):752-769, 1993.

Considerations in predicting mental health utilization: Implications for managed care plans. (with M.R.

Crow, A.H. McNamee and N.F. Piland) Journal of Mental Health Administration 21(1):5-23,

1994.

Quality of work life in home care: The contribution of leaders' personal concern for staff. (with J.N. Hood)

Journal of Nursing Administration 24(1)40-47, 1994.

Determining costs associated with quality management in health care delivery. (with B.J. Waress and D.P.

Pasternak) Health Care Management Review 19(3):52-63, 1994.

Health care reform perspectives of rural and urban hospital leaders. Hospital Topics 72(4)20-31, 1994.

Physician executive and integrated health care systems. (with D.J. Ottensmeyer) in W. Curry (ed.) The

Physician Executive, Second Edition. Tampa, FL: American College of Physician Executives, pp.

39-60, 1994.

Lessons about strategic information in home health: Too busy focusing on today. (with W.I. Bullers)


17

Hospital Topics 75(3):10-16, 1997

Medical groups at the crossroads. (with R.C. Burchell and N.F. Piland). Medical Group Management

Journal 45(1):62-70, 1998.

A study of strategic information systems design in home health agencies. (with W.I. Bullers) Journal of

Computer Information Systems 39(3):57-67, 1999.

Benchmarking patient relations within ambulatory care: Lessons from a high risk pregnancy program. (with

R.C. Burchell and N.F. Piland) Journal of Ambulatory Care Management 22(3):58-71, 1999.

The effect of the prospective payment system on rural health care. (with J. Dillard) Accounting Forum

23(4):327-358, 1999.

Can medicine and chiropractic practice side-by-side? Implications for healthcare delivery. (with D.P.

Pasternak, J.J. Lehman and N.F. Piland) Hospital Topics, 77(2):8-17, 1999.

The poverty of information systems management in home health agencies: Implications for survivability.

(with R. Discenza) Home Health Care Services Quarterly 18(1):75-90, 1999.

Investments in management staffing and the financial performance of medical groups. (with N.F. Piland

and W.I. Bullers) Advances in Health Care Management (1):239-259, 2000.

Does information technology make a difference in health care organizations? With W.I. Bullers and N.F.

Piland) Hospital Topics, 78(2)13-22, 2000.

Managed care and medical practice guidelines. (with S. Yourstone, D. Lorber and B. Mann) Advances in

Health Care Management, (1)251-272, 2000.

Managing system errors and failures in health care organizations. (with S. Yourstone and J.D. Waldman)

Health Care Management Review, 27(1):50-61, 2002.

Learning curves in healthcare. (with J.D. Waldman and S. Yourstone) Health Care Management Review,

28(1):41-54, 2003.

Corporate culture: The missing piece of the healthcare puzzle. (with J.D. Waldman and J.N. Hood)

Hospital Topics, 81(1):5-14, Winter 2003.

Lessons executive failed to learn from their mother: Integrating earth-centered values within

corporate core ideologies. Business and Society Review, 108(3):389-404, 2003.

The shocking cost of turnover in health care. (with J.D. Waldman, F. Kelly, and S. Arora) Health Care

Management Review, 29(1):2-7, 2004.

Compensation practices, planning and challenges. (with J. Crisafulli, B.J. Fried and D. van Amerongen) In

Bruce Fried and James A. Johnson, Human Resource Management in Health Services, Chicago:

Health Administration Press, 2004.

Retention rather than turnover: Changing the approach to workforce movements. (with J.D. Waldman, J.N.

Hood and S. Arora) Journal of Applied Business and Economics, 4(2):38-60, 2005.


18

Strategic management of internal customers: Building value through human capital and culture. (with J.D.

Waldman, J.N. Hood, and M.D. Fottler) Advances in Health Care Management, 6(1), In press

2006.

Creating a favorable practice environment for nurses. (with J. Hood, D. Waldman, and V. Smith) Journal of

Nursing Administration, November, 2005, 35(12):525-532, 2005.

Improving medical practice outcomes by retaining clinicians. (with D. Waldman and J. Hood) Journal of

Medical Practice Management, 2007.

Building sustainable success in art galleries: An exploratory study of adaptive strategies. (with R. Discenza

and K. Baker) Journal of Small Business Strategy, 16(2):29-41, 2006.

Healthcare CEOs and physicians: Reaching common ground. (with D. Waldman and J.N. Hood) Journal of

Healthcare Management, 2007.

Compensation practices, planning and challenges: Chapter 8 (with J. Crisafulli, B.J. Fried and D.

Van Amerongen) In Bruce Fried and Myron Fottler, Essentials of Human Resource Management,

Chicago: Health Administration Press, 2011.

Public health and private physician medical practice preparedness: Can we be medically prepared for the next

disaster? (with D. O’Farrell, K. Black, A. Phillipp, L. Wolper, D. Gans, and N. Piland) in Lawrence F.

Wolper, Physician Practice Management, Sudbury, MA: Jones and Bartlett Publishers, 2011.

Epiphany as the Last Best Wilderness Adventure. International Journal of Wilderness. 17 (3): 5-9, December,

2011.

Recreational Equipment, Inc.: Selling Gear to the Adventurous. (with R. Discenza) Journal of Applied Case

Research, V11(1), 35-52. http://swcra.net/wp-content/uploads/2013/01/V11_N1d_REI_Case.pdf. July,

2013. See “Cases” at swcrahome.org.

Compensation practices, planning and challenges: Chapter 8 (with B.J. Fried) In Bruce Fried and Myron Fottler,

Essentials of Human Resource Management, Chicago: Health Administration Press, 2014.

The Gila Wilderness – Southwestern New Mexico in Andrew Gulliford, Outdoors in the Southwest: An

Adventure Anthology. Norman, Oklahoma: Oklahoma University Press, 2014, P 38-50.

Other Publications

Impact of external constraints on effective long-term care administration. (with S.M. Shortell) Proceedings,

Second Annual North American symposium on Long-Term Care Administration :287-97, 1976.

Trends in the management textbook jungle. (with R. Discenza) Proceedings, Mountain-Plains Management

Conference :12, 1977.

Evaluating and controlling employee turnover costs in long-term care facilities. (with L.E. Watkins)

Proceedings, Third Annual North American Symposium on Long-Term Care Administration: 175-

84, 1977.

Effective time management: The forgotten administrative and nursing supervisor art. (with F.H. Besnett)

Hospital Topics 56:32-7, 1978.


19

Decision-making decentralization: An empirical description and test for congruency among nursing home

supervisors. (with R. Discenza) Proceedings, Western Region American Institute for Decision

Sciences :48-52, 1978.

A nursing home dilemma: Maintaining employee discipline. (with R. Discenza) Nursing Homes 27:25-7,

1978.

Managing time, the scarcest resource. (with F.H. Besnett) Health Services Manager 11:1-5, 1978.

Containing hospital manpower turnover costs: Measurement and action. (with L.E. Watkins) Health

Services Manager 11:1-3, 1978.

What's new in discipline – a supportive approach. (with R. Discenza) Supervisory Management 23:14-9,

1978.

Panacea or pitfall? Automated data processing in nursing homes. (with N.F. Elbert) Nursing Homes 27:27-

30, 1978.

Experimental management: An empirical approach to change. Supervisory Management 24:2-8, 1979.

Evaluating employee performance: Contemporary trends for the long-term care administrator. (with N.F.

Elbert) American Health Care Association Journal 5:10-6, 1979.

Some suggestions for energy management in long-term care facilities. American Health Care Association

Journal 4:44-8, 1979.

An empirical test of the configurational theory of organizations. Sociological Abstracts :667-88, 1979.

Leadership strategies for long-term care administrators. American Health Care Association Journal 6:25-

30, 1980.

The quality of working life in a health maintenance organization. An exploration. Proceedings, Industrial

Relations Research Association, 1980.

Improving services in long-term care facilities: A job design perspective. American Health Care

Association Journal 7:3-6, 1981.

Inservice education on cost containment practices (with B.O. Saxberg and S.M. Shortell). Proceedings,

Seventh North American Conference on Long-Term Care, 1981.

Dependencia: Is concern about multi-national firm dominance in the third world misplaced? (with P.J. Hall

and J. McCullough). Proceedings, Rocky Mountain Council on Latin American Studies, 1981.

Cost containment philosophy: Suggestions for nursing home administrators. Nursing Homes 30:34-40,

1981.

Organizing alternatives: A compendium for the long-term care administrators. Nursing Homes 30:34-40,

1981.


20

Energy management: Some policy considerations for small business. (with R. Discenza and R. Reid)

Northern Arizona Economic Review 8:4-6, 1981.

Lovelace Medical Foundation Planning (A). (with D.J. Ottensmeyer) Harvard Business School Case

Services, No. 9-382-718, 1981.

Organizational values in Latin America: An area for research? (with P.J. Hall) Proceedings, Rocky

Mountain Conference on Latin American Studies, 1982.

Inservice education and the nursing home administrator. (with N.F. Elbert) American Health Care

Association Journal 8:30-4, 1982.

Cost containment: The potential of internal administrative practices. Nursing Homes 31:14-21, 1982.

Lovelace Medical Foundation MIS (B). (with D.J. Ottensmeyer) Harvard Business School Case Services,

#9-382-734, 1982.

Personnel training and development in nursing homes. (with N.F. Elbert) Nursing Homes 31:4-11, 1982.

The locus of control in bureaucratic settings: A cross-cultural comparison. (with N.F. Elbert and R. Ward)

Proceedings, Southern Management Association, 1982.

The impact of micro level variables on the relationship between organizational structure and effectiveness.

(with J.D. Sherman) Proceedings, Southern Management Association, 1982.

Staff development in long-term care: Determining its value. American Health Care Association Journal

8:17-21, 1982.

The association between output control and organizational effectiveness. (with M.D. Fottler and W.L.

James) Proceedings, Southern Management Association, 1982.

Institutionalization of planned organizational change: Theoretical considerations and proposed model. (with

P.F. Buller and B.O. Saxberg) Proceedings, Southern Management Association, 1982.

Association between output control and organizational effectiveness. (with N.F. Elbert, N.D. Fottler and

W.L. James) Proceedings, Mountain-Plains Management Conference, 1982.

Environment intensity. (with S.M. Shortell and B.O. Saxberg) In Interorganizational Relations: A

Sourcebook of Measures for Mental Health Programs, J.P. Morrissey, R.H. Hall, M.L. Lindsey (eds.)

National Institute of Mental Health, DHHS Publication (ADM) 82-1187, U.S. Government

Printing Office, Washington, DC, 1982.

Planning for geriatric/gerontology services. (with D.J. Ottensmeyer and D. Thomas) Harvard Business

School Case Services #9-383-628, 1982.

Planning for geriatric/gerontology services teaching note. (with D.J. Ottensmeyer and D. Thomas) Harvard

Business School Case Services #5-383-629, 1982.

Managing organizational deterioration. (with M.D. Fottler) Proceedings, Southern Management Associa-

tion, 1983.

Comparative cost of home health care and hospice programs. (with R. Reid) Proceedings, American


21

Institute for Decision Sciences, 1983.

Improving performance: Some practical options. (with R. Reid) Nursing Homes 32:32-8, 1983.

How hospitals can respond to changing values. Hospital Topics 62:13-7, 1984.

Critical management concerns in the hospice. (with R. Reid) Hospital Topics 62:18:-21, 1984.

A constructive response to physician advertising. (with D.J. Ottensmeyer and N.F. Piland) Hospital Medical

Staff 13:7-14, 1984.

Managing DRGs – a strategic approach. (with R.A. Reid) Hospital Topics 62:18-21, 1984.

Institutionalization of planned organizational change: A visual model. (with P. Buller and B.O. Saxberg) In:

The 1985 Annual: Developing Human Resources. University Associates, San Diego, 1984.

Financial control and regulation in nursing homes. (with M.D. Fottler and W.L. James) Nursing Homes

34:19-25, 1985.

Considerations for effectively managing DRGs. (with R.E. Gillock) Hospital Topics 63:3-7, 1985.

A search for excellence in supervision. (with A. Jensen) Health Care Supervisor 3:58-66, 1985.

Management strategies that can successfully help hospitals resist and reverse prospective-payment driven

retrenchment. (with H.J. Muller and W.S. Peters) Hospital Topics 12:17-21, 1985.

A systematic approach for hiring information system (IS) professionals. (with R. Discenza and R.A.

Zawacki) Data Management 23:26-31, 1985.

Keeping your hospital's disciplinary program on track. (with R. Discenza) Hospital Topics 63:12-5, 1985.

Planning geriatric services in group practice. (with D.J. Ottensmeyer, D.A. Thomas) Group Practice

Journal 35:66-8, 1986.

Dentists' perceptions of cost containment: Implications for dental assistants. Dental Assistant 55:17-22,

1986.

The new obstetrics: Strategic implications for hospitals. (with R.C. Burchell and N.F. Piland) Hospital

Topics 64:34-7, 1986.

How women nursing home administrators perceive of their professional roles. (with S.M. Williams)

Nursing Homes 35:26-31, 1986.

Computer oriented health systems. (with W. Bullers and R.A. Reid) Hospital Topics 64:16-20, 1986.

Hospital diversification into home health care: Examination of strategic issues. (with R.A. Reid) Health

Care Strategic Management 4:17-8, 1986.

Book review: Organization Strategy and Change. Journal of Health Administration Education In press,

1987.


22

Negotiating the computer revolution. (with W. Bullers and R. Reid) Health Care Supervisor 6:44-57, 1987.

An economic profile of group practice and its strategic implications. (with A.M. Phillipp and N. Piland)

Medical Group Management 35:50-53, 1988.

Developing a framework for retaining health care employees: A challenge to traditional thinking. (with R.

Discenza) Health Care Supervisor 7:17-28, 1988.

Urgent care: A concept in transition. (with R. Garcia) Hospital Topics 66:10-15, 1988.

The supervisor's role in managing health care competition. (with R. Reid) Hospital Topics 66:28-33, 1988.

Retaining your best information system personnel: A managerial challenge today and tomorrow. (with R.

Discenza) Information Executive 2:20-25, 1989.

Managing medical practice decisions. (with R.A. Reid) Hospital Topics 67:6-13, 1989.

Developing a framework for retaining health care employees: A challenge to traditional thinking. (with R.

Discenza) Hospital Topics 67:26-32, 1989.

Managing organizational aversion among health care workers. (with N. Piland) Health Care Supervisor

7(4):1-10, 1989.

Prudent planning for service and facility sharing: The health care supervisor's role. (with N.F. Piland and

R.E. White) Health Care Supervisor 8(1):75-85, 1989.

Managing free agents in health care. (with N.F. Piland) Health Care Supervisor 8(3):53-64, 1990.

Building productive relationships with movers and shakers. (with R. Reid) Health Care Supervisor 9:11-22,

1991.

Access to long-term care in New Mexico. In Proceedings 1991 Lovelace Medical Foundation Annual

Symposium, N.F. Piland and L.R. Berger (eds.) Albuquerque, NM, pp. 33-52.

Using computer systems for improved scheduling. (with S. Kassicieh) Healthcare Informatics 9(5):62-66,

1992.

Reflections on total quality management and health care supervisors. (with R. Discenza and N.F. Piland)

Health Care Supervisor 12(December):2, 1993.

Supervisor's concern for staff: Opportunities and outcomes. (with J.N. Hood and N.F. Piland) Health Care

Supervisor 12(March):58-74, 1994.

Leadership and quality of working life in home health care. (with J.N. Hood and N.F. Piland) Home Health

Care Services Quarterly 14(4):3-22, 1994.

Learning – The means to improve outcomes in health care. (with JD Waldman and S. Yourstone)

Proceedings , Decision Sciences Institute, 2005.

Strategies for Reducing Medical Errors – Part I. (with JD Waldman) Journal of Medical Practice Management,

Forthcoming 2012.


23

Strategies for Reducing Medical Errors – Part II. (with JD Waldman) Journal of Medical Practice Management,

Forthcoming 2012.

Paper and Professional Presentations

Parent education in a hospital setting: Examination of program and teach effectiveness (with D. Smith).

Rocky Mountain Educational Research Association Annual Meeting, Flagstaff, AZ, 1976.

The impact of external constraints on effective long-term care administration. (with S.M. Shortell) Second

Annual North American Symposium on Long-Term Care Administration, Otter Crest, OR, 1977.

Trends in the management textbook jungle. (with R. Discenza) Mountain-Plains Management Conference,

Omaha, NB, 1977.

Time management for supervisors. Annual Meeting Arizona Medical Records Association, Flagstaff, AZ,

1978.

Decision-making decentralization: An empirical description and test for congruency among nursing home

Supervisors. (with R. Discenza) Western Region American Institute for Decision Sciences, San

Diego, CA, 1978.

Environment, decentralization and performance: An appraisal in the health care context. (with R. Discenza

and B.O. Saxberg) Academy of Management Meeting, San Francisco, CA 1978.

Realities of published research: Excellence or yardage? (with N.F. Elbert) Midwest Business Association

15th Annual Meeting, Chicago, IL, 1979.

Analysis of journal publications and journal review boards: Collegial nepotism or scholarly excellence?

(with R. Discenza and N.F. Elbert) National Meeting American Institute for Decision Sciences,

New Orleans, LA, 1979.

Energy consumption: Metamorphosis of micro administrative complacency into a macro health care

problem? Academy of Management Meeting, Atlanta, GA, 1979.

Determinants of nursing home costs: Managerial implications for cost containment. (with M.D. Fottler)

Academy of Management Meeting, Detroit, IL, 1980.

Innovative cost containment strategies in nursing homes: Implications for the health care field. (with M.D.

Fottler) Academy of Management Meeting, Detroit, IL, 1980.


Mountain-Plains Management Conference, Fairmont Hot Springs, MT, 1980.

The quality of working life in a health maintenance organization: An exploration. Industrial Relations

Research Association, Tuscaloosa, AL, 1980.

Energy management in nursing homes. Annual Meeting Oklahoma State Nursing Association, Oklahoma

City, OK, 1981.

Inservice education on cost containment practices. (with B.O. Saxberg and S.M. Shortell) Seventh North

American Symposium on Long-Term Care, Philadelphia, PA, 1981.


24

Dependencia: Is concern about multi-national firm dominance in the third world misplaced? (with P.J. Hall

and J. McMullough) Annual Meeting Rocky Mountain Council on Latin American Studies, Las

Cruces, NM, 1981.

Integrated health center in rural settings: Implications for multi-institutional arrangements. (with R. Reid)

Academy of Management Meeting, San Diego, CA, 1981.

The impact of hospital size on nurses' quality of working life: Implications for nursing administrators. (with

N.W. Mitry) Academy of Management Meeting, San Diego, CA, 1981.

A comparative assessment of hospice and home health care. (with B. Johnson) Annual Meeting National

Hospice Organization, St. Louis, MO, 1981.

Organizational values in Latin America: An area for research? (with P.J. Hall) Annual Meeting Rocky

Mountain Council on Latin American Studies, Scottsdale, AZ, 1982.


Southern Management Association, New Orleans, LA, 1982.

The management of organizational deterioration. (with M.D. Fottler) Western Academy of Management,

Colorado Springs, CO, 1982.

Hospitals respond to changing values. New Mexico Hospital Association Annual Meeting, Albuquerque,

NM, 1982.

The impact of micro level variables on the relationship between organizational structure and effectiveness.

(with J.D. Sherman) Southern Management Association, New Orleans, LA, 1982.

Staff development in long-term care: Determining its value. National Foundation for Long-Term Health

Care Invitational Conference on Enhancing Job Performance Through Staff Development, Carefree,

AZ, 1982.

The association between output control and organizational effectiveness. (with M.D. Fottler and W.L.

James) Southern Management Association, New Orleans, LA, 1982.

Institutionalization of planned organizational change: Theoretical considerations and a proposed model.

(with P.F. Buller and B.O. Saxberg) Southern Management Association, New Orleans, LA, 1982.

Association between output control and organizational effectiveness. (with N.F. Elbert, M.D. Fottler and

W.L. James) Mountain-Plains Management Conference, Denver, CO, 1982.

A canonical analysis of managerial-environmental relationships: Implications for methodology and policy.

(with M.D. Fottler and W.L. James) Academy of Management, New York, NY, 1982.

Profits and patient care quality in nursing homes: Are they compatible? (with W.L. James and M.D. Fottler)

Academy of Management, New York, NY, 1982.

Environmental buffering: An articulation analysis. (with W.L. James and M.D. Fottler) Academy of

Management, New York, NY, 1982.


25

Rural health care: Management opportunities. (with D.J. Ottensmeyer and M.D. Fottler) Academy of

Management, New York, NY, 1982.

The quality of working life in a health maintenance organization. (with N.W. Mitry and M.D. Fottler)

Academy of Management, New York, NY, 1982.

Coping with age in Ireland. (with A. James and W.L. James) Academy of Management, Dallas, TX, 1983.

Public incentives for effective nursing home administration. (with M.D. Fottler and B.O. Saxberg) Academy

of Management, Dallas, TX 1983.

Interactions of micro and macro variables: An analysis. (with J.D. Sherman) Academy of Management,

Dallas, TX, 1983.

Managing organizational deterioration. (with M. D. Fottler) Southern Management Association, Atlanta,

GA, 1983.

A model of the three-sector nursing home industry. (with J. O'Brien and B.O. Saxberg) American Public

Health Association Annual Meeting, Dallas, TX, 1983.

Comparative cost of home health care and hospice programs. (with R. Reid) American Institute for Decision

Sciences Annual Meeting, San Antonio, TX, 1983.

Should added incentives be given to effective public administrators? (with D. Thomas and C. Doeing)

Suggestions for a research agenda. Western Social Science Association, San Diego, CA, 1984.

Assessing the managerial performance of physician executives: Exploration in a group practice. Academy

of Management Annual Meeting, San Diego, CA, 1985.

Organizational responses for health care retrenchment. Academy of Management Annual Meeting, San

Diego, CA, 1985.

Increasing community health worker productivity through effective supervision. Annual International

Health Conference, National Council for International Health, Washington, DC, 1985.

Rural health initiatives in group practice. American Hospital Association, Hilton Head, SC, 1986.

Early effects of a public school/community-based health and physical fitness promotion program. (with A.

Phillipp and N.F. Piland) American Public Health Association Annual Meeting, New Orleans, LA,

1987.

Social responsibility and small business: Suggestions for research. (with J.K. Thompson) Academy of

Management Annual Meeting, Washington, DC, 1989.

Impact of PPS on rural hospital financial viability: A strategic management perspective. (with N.F. Piland)

American Public Health Association Annual Meeting, Chicago, IL, 1989.

Charitable contributions by small business: An exploratory study. (with J.K. Thompson) International

Association for Business and Society, San Diego, CA, 1990.

Paradigms for control in computer integrated manufacturing: Synthesizing organizational and artificial


26

intelligence perspectives. (with W.I. Bullers and R.A. Reid). Third International Symposium on

Robotics and Manufacturing, Burnaby, British Columbia, 1990.

The evolution of clinical practice in an era of restraint: Implications for providers. Clinical Support

Division, SHAPE (Strategic Headquarters of Allied Powers in Europe), Mons, Belgium, 1990.

Social performance by small business. (with J.K. Thompson and J. Hood) Academy of Management,

Miami, FL, 1991.

Access to care: Urban-rural perspectives. (with N. F. Piland and A.M. Phillipp) Lovelace Symposium on

Frontiers of Community Health, Albuquerque, NM, 1991.

Realigning rural hospitals after prospective payment: Planning and performance. (with N.F. Piland and

W.L. James) Health Care Administration Division, National Academy of Management Meeting,

Las Vegas, NV, 1992.

Implications of health care reform for rural health, urban linkages and vertically integrated systems. Lister

Hill Lecture, Lister Hill Center for Health Policy, The University of Alabama at Birmingham, June

8, 1994.

Learning theory applied to health care. (with J.D. Waldman and J.N. Hood) International Conference of

Systems Thinking in Management, University of Pennsylvania, May 19-21, 2004.

Retention rather than turnover. (with J.D. Waldman, J.N. Hood and S. Arora) Western Academy of

Management, Anchorage, AL, April 2994.

Delivering care that satisfies doctors, patients and the bottom line: How high performing providers reinvent

practice. 24th National Symposium for Healthcare Executives, The University of Alabama at

Birmingham, Sandestin, FL, August 3, 2004.

Evidence-based decision-making in healthcare. (with J.D.Waldman) Western Society for Pediatric Research,

Carmel, CA, February 2005.

A double standard in healthcare. (with J.D. Waldman) Western Society for Pediatric Research, Carmel, CA,

February 2005.

Delivering care that satisfies doctors, patients and the bottom-line: The challenge and process of creative

thinking. Tennessee Medical Group Management Association, Gatlinburg, TN, April 7, 2005.

Learning – the means to improve medical outcomes. (with S. Yourstone and J.D. Waldman) 36th Annual

Meeting of the Decision Sciences Institute. San Francisco, CA, November 19, 2005.

Research Grants

Third Place Award, Institute for Administrative Research, Co-sponsored by the Division of Health Care

Administration, Academy of Management, 1977

Graduate School of Business Faculty Research Grant, The University of Alabama, 1979

Health Care Finance Administration (DHEW), co-principal investigator on three-year study of cost

containment practices in nursing homes funded by DHEW, $140,000, 1979-1981: The primary


27

objective of this research proposal was to analyze the impact of nursing home administrators' cost

containment efforts on cost of services and quality of care in long-term facilities. A second

objective was to study the impact of contextual variables (e.g., administrator experience, facility

size, and external pressures) on administrators' programs to contain costs. The study was conducted

through on-site interviews and questionnaires in 70 randomly selected Washington (state) nursing

homes.

Bronson Award for best research proposal, Division of Health Care Administration, Academy of

Management, 1981

Rod Rose Award for best article published in Journal of Society of Research Administration, National

Society of Research Administration, 1982

University of New Mexico research grant to study adaptive process of aging in Ireland, 1982

University of New Mexico research grant to study rural-urban aging process in Ireland, 1983

University of New Mexico research grant to study cost containment practices in Irish nursing homes. 1984

National Cancer Institute, Smoking Cessation Project, Behavioral Scientist on nine year study of

interventions to eliminate smoking in Santa Fe and Las Cruces, NM, 1986-1995, $4,356,928.

Robert Wood Johnson Foundation, Impact on a Primary Care Physician Incentive Reimbursement Program

upon Health Service Utilization and Cost, Research Associate, 1984-1986, $181,897.

Stanford Research Institute International, Quality of Care Evaluation of the Arizona Health Care Cost

Containment System (AHCCCS), Physician Liaison, 1987-1988, $165,400.

Veterans Administration, Albuquerque, NM, Project Director on $80,000 grant to evaluate the shared

services and co-location between the Veterans Administration Hospital and Kirtland Air Force Base

Hospital, 1987.

Professional Activities

Discussant, Reviewer; Health Care Administration Section, Southern Management Association, Atlanta,

GA, 1979

Discussant, Health Care Administration Section, Academy of Management, New York, 1979

Discussant, Reviewer; Health Care Administration Section, Academy of Management, Dallas, TX, 1983

Reviewer, Health Care Administration Section, Southern Management Association, Atlanta, GA, 1983

Ad hoc Reviewer, Public Administration Review, 1983

Research Committee, Health Care Administration Section, Academy of Management, 1983-1985

Reviewer, Health Care Administration Section, Academy of Management, Boston, MA, 1984.

Ad hoc Reviewer, Academy of Management Review, 1984-1987

Reviewer, Health Care Administration Section, Academy of Management, San Diego, CA, 1985


28

Chairman, Research Committee, Health Care Administration Section, Academy of Management, 1985

Co-Chair, Doctoral Consortium, Health Care Administration Section, Academy of Management, 1986

Reviewer, Health Care Administration Section, Southwestern Academy of Management, Dallas, 1988

Reviewer, Health Care Administration Section, Academy of Management, Anaheim, CA, 1988

Ad hoc Reviewer, Hospital and Health Services Administration, 1990-1991

Chair Strategic Management in Health Care Session, Health Care Administration Division, Academy of

Management, 1990

Editorial Board, Nursing Administration Manual (H.S. and B.L. Rowland, eds.), Aspen Publishers, Inc.,

Gaithersburg, MD, 1991

Reviewer, Health Care Administration Division, Academy of Management, Las Vegas, 1992

Reviewer, Southern Management Association, Atlanta, 1993

Review Board, Journal of Managerial Issues, 1991-present

Review Board, Journal of Behavioral Health Services and Research, 1992-present

Editorial Board, The Health Care Supervisor, 1984-1995

Review Board, Health Care Management Review, 1993-2011

Program Chair-elect, Health Care Administration Division, Academy of Management, 1993-1994

Program Chair, Health Care Administration Division, Academy of Management, 1994-1995

Chair-elect, Health Care Administration Division, Academy of Management, 1995-1996

Chair, Health Care Administration Division, Academy of Management, 1996-1997

Ad hoc Reviewer, Health Services Research, 2000-present

Ad hoc Reviewer, Journal of Rural Health, 1998-present

Reviewer, Health Care Management Division, Academy of Management Annual Meeting, 2005

Ad hoc Reviewer, International Journal of Entrepreneurship & Innovation Management, 2005

Major Consulting Activities

Lovelace Medical Foundation: Development of a program for offering primary medical services to the

elderly, March-July, 1982.

Lovelace Medical Foundation: Proposal development for a multi-disciplinary gerontology center.

Submission to the Administration on Aging, August, 1982.


29

Bernalillo County Mental Health Division: Needs assessment and related professional services as part of

the Personnel Enhancement Program – an employee assistance program offered to corporations,

1983-1984.

Ministry of Health, Ecuador: Fundacion Eugenio Espejo, Ecuador; U.S. Agency for International

Development; and Primary Health Care Operations Research, Chevy Chase, MD: Completed a

proposal for funding a two year study of operations research applications to training, logistics and

supervisory problems associated with health promoters in Ecuador. Proposal funded October,

1983-1985.

Primary Health Care Operations Research, Center for Human Services, U.S. Agency for International

Development: Consulting reviewer of proposals pending funding, 1983-1985.

University of Southern Maine, Portland, ME: Health Care Financing Administration funded study of cost

containment practices in nursing homes. Consulting on research questionnaire development, 1984.

Nutrition Institute, Ministry of Health, Cairo, Egypt: U.S. Agency for International Development; and

Primary Health Care Operations Research, Chevy Chase, MD: Completed a proposal for funding a

one year study of nutrition education alternatives in rural Egyptian villages. Proposal funded

December, 1984.

Lovelace Medical Foundation: Consulting Research Scientist, 1985-present.

Veterans Administration, Albuquerque, NM: Provided consultation on evaluation design; analysis of cost,

productivity and quality data; and assessment of organization development, and planning process,

1986-1987.

Lovelace Medical Center, Inc.: Management development program, "Improving the Managerial Skills of

Physician Executive", for clinical department heads, 1987.

Carrie Tingley Hospital, Albuquerque, NM: Develop strategic and implementation plans by consultation

with board members, administration, and public constituency of this state children's hospital, 1986-

1987.

Occupational Health Network, Southwest Community Health Services, Albuquerque, NM: Evaluate first

two years' performance in providing health care to City of Albuquerque employees, 1988, 1990.

Mescalero Indian Hospital, Mescalero, NM: Complete an organization development analysis for planning

management interventions, 1988.

Albuquerque Area Office, Indian Health Service, Albuquerque, NM: Assess proposed reorganization plan,

1988.

Mescalero Indian Hospital, Mescalero, NM: Technical assistance and organization development, 1989.

Southwest Community Health Services, Albuquerque, NM: Assess organization culture, strategic plan and

leadership capabilities; recommend alterations to strategic planning process and to managerial

succession; implement recommendations relative to system hospital in Clovis, NM, 1990-1991.

Presbyterian Healthcare Services, Albuquerque, NM: Assess multihospital governing board views on health

care reform, 1992.


30

Testimony before State Transportation Authority, State of New Mexico on Rio Grande Rapid Rail, 9/29/92

Testimony before House Transportation Committee, New Mexico State Legislature on economic feasibility

of Rio Grande Rapid Rail, 2/25/93

Financial Access Task Force, New Mexico Health Policy Commission, 1992-1994.

Bickel and Brewer, Dallas, Texas: Expert testimony on medical center restructuring, 1993.

Veterans Administration Medical Center, Albuquerque, NM: Assess organization culture and patient

satisfaction; recommend total quality management initiatives and process to address external

pressures and internal constraints, 1994-1995.

Catholic Foundation, Archdiocese of Santa Fe: Strategic plan development, 1994-1995.

Public Service Company of New Mexico: Strategic planning, training and consultation, 1995.

Sandia National Laboratories, External Advisory Committee, Human Resources Division, 1995-1998.

Governor's Operations Advisory Committee: Appointed to Committee designated to review New Mexico

state government operations and to recommend strategies for controlling costs, 1995-1996.

Public Service Company of New Mexico: Socioeconomic and demographic background report for Delphi

study, 1996.

New Mexico First, Albuquerque, NM: Prepare background document on strategic planning efforts among

public, private and nonprofit organizations in New Mexico and across nation, 1996.

School of Medicine, University of New Mexico, Albuquerque, NM: Management audit of academic

departments to determine operating productivity and efficiency, leadership capacity and strategic

planning performance, 1996-present.

Health Care for the Homeless, Albuquerque, NM: Assess contractual relationships in determining

efficiency and effectiveness of service provision, 1996.

Presbyterian Healthcare Services, Albuquerque, NM: Leadership training for physicians and lay

management executives, 1996-1997/

New Mexico Health Resources, Albuquerque, NM: Strategic planning facilitation, 1997.

Blue Cross/Blue Shield of New Mexico: Quality Improvement Process Review Committee, 1997 to 2006.

Shoshone-Bannock Tribes, Fort Hall, Idaho: Campaign planning for the Wellness and Sports Complex, 2011.

Board of Directors/Trustees

Big Brothers, Flagstaff, Arizona, 1977-1979

Chu Graphic Arts, Inc. (Printing, foil stamping and embossing), 1982-present


31

Advent Christian Village, Dowling Park, Florida (Retirement home and skilled nursing facility), 1984-2007.

Home Care Enterprises, Albuquerque, NM, (Diversified durable medical equipment, intravenous services,

hospice, home health and home services agency), 1985-1990.

Health Care for the Homeless, Albuquerque, NM (Community action program to deliver primary health

services to the homeless), 1987-1988.

Hospital Home Health Care, Albuquerque, NM (Diversified home health, hospice, nursing services, and

foundation), Chairman of the Board, 1990-1995.

Bernalillo County Transportation Development District, 1993-1995.

Junior Achievement, Albuquerque, NM, 1995-2001; Chair, Board Management and Development

Committee

Western States School of Banking, Albuquerque, NM, 1994-2004.

New Mexico Accelerator, Albuquerque, NM, 2002-2003 (Microsystems manufacturing accelerator),

Chairman of the Board.

Science and Technology Corporation, Albuquerque, NM, 2003-2004.

Chamber Orchestra of Albuquerque, Albuquerque, NM, 2003-2004.

Morrison Center for the Performing Arts, Boise, ID, 2007 to 2011.

Veterans Medical Research Foundation. Collaborative foundation between University of California, San

Diego Medical School and the Veterans Administration Health System, San Diego, CA, 2008 to 2010.

Biblical Studies Center, Board of Directors, Boise, ID, 2011 to 2012.

Documents

Resume of Howard L. Smith, Page 2 - UW Tacoma … of Howard L. Smith, Page 2 2 2013: MBA, EMBA and the MS in Finance. The first cohort of the MSF began in February 2014 and the first