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Transcript of Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Medical Practice Management and...
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Medical Practice Management and Human Resources Medical Practice Marketing & Customer Service
Chapters 24 & 25
Presented by:
Mattie Shiloh, MSN, RN
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Final Project
Parts I and II must be a minimum of 1–2 pages in length each, (Part III = five PowerPoint slides minimum).
Final Project has a total of four parts:
Part I : Essay & Bank Form (2 parts)
Part II: Essay (1 part)
Part III: PowerPoint Presentation (1 part)
Slide 2
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Final Project PART I: 1 Page at least each
Why is it important to make your bank deposits as soon as possible?
Download the Bank Deposit Detail Template from Doc Sharing
Fill in the bank deposit sheet using the information on p. 286, Part IV, Questions 31–34.
PART II:
A medical office's business records are the key to good management practice. If medical personnel can keep accurate financial records and can conduct the administrative side of the practice is a businesslike fashion, it will be genuinely appreciated.
Questions:
Research and describe the three types of bookkeeping systems. Which of the three systems do you think would be the easiest to work with in the medical office? (Peg Board, Single Entry, Double Entry) Why?
Slide 3
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Final Project PART III: PowerPoint Presentation-minimum 5
slides Today's medical office is accessed not only physically, but via
the Internet as well. Develop a PowerPoint presentation persuading your employer to include a "Practice Website" as part of their overall practice.
Make sure to include the following information:
What would be the main objective of the website?
What business advantages would it provide?
What about medical websites and HIPAA compliance?
Is scheduling patients online an option?
How much would it cost?
Slide 4
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Introduction
The management of a professional medical office can greatly influence the success of the operation.
Good management allows the physician to see and treat patients in a functional environment while the business side of the practice operates as it should.
Slide 5
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Who’s in Charge?
Facilities with three or more employees should designate one person as the office manager.
Slide 6
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Chain of Command
Allows the office staff to consult with the physician regarding administrative or clinical problems, complaints, or grievances
Prompts employees to allow those individuals whom the physician has placed in charge to have the first opportunity to solve problems
Slide 7
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Qualities of Good Managers
Fair
Flexible
Dedicated
Sincere
Able to handle conflict
Able to see the whole picture
Supportive of staff
Slide 8
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Duties of Office Managers
Prepare and update policy and procedure manuals
Develop job descriptions
Recruit new employees Perform orientation
and training Conduct performance
reviews Dismiss employees Plan staff meetings Perform customer
service
Maintain staff harmony
Establish work-flow guidelines
Ensure compliance with federal and state regulations
Improve office efficiency
Supervise purchasing Educate patients Eliminate time-wasting
tasks for the physician Market the practice
Slide 9
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
The Power of Influence
Successful managers must be interested in people and enjoy working with them on a daily basis.
Managers have a great deal of influence on the people they supervise.
By helping others get what they want, an individual usually gets what he or she wants.
Slide 10
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Successful managers…
Know that employees need encouragement
Are confident enough in their own skills to let employees receive credit for their ideas and performance
Let their employees help them “look good”
Help employees reach their goals
Slide 11
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
The Manager as a Leader
Leaders nurture other people.
Leaders have a strong belief in people.
Leaders see others as successes rather than failures.
Leaders listen to people.
Slide 12
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Positioning
Sit next to employees when talking instead of across from them at a desk when possible.
Sitting behind the desk separates the manager from the employee and places distance between them.
Sitting at a desk might be appropriate when disciplining or terminating employees.
Slide 13
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Types of Leaders
Charismatic: inspire allegiance and devotion from their followers.
Transactional: structured and organized.
Transformational: innovative and able to bring about change in an organization.
Slide 14
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Styles of Management
Autocratic: makes demands and insists on tasks to be done his or her way.
Democratic: fair-minded and asks the opinions of the staff when making decisions.
Laissez-faire: easygoing and does not make a lot of demands on employees.
Slide 15
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Leading during Transition and Change
Change is a part of the life of every person and business.
Many people try to avoid it completely.
Businesses cannot grow without change.
Managers who are able to lead employees through change and transition are valuable to their employers.
Slide 16
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Who Moved My Cheese?
Change happens.
Anticipate change.
Monitor change.
Adapt to change quickly.
Enjoy change.
Be ready to change again and enjoy it again.
Slide 17
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Abuse of Power and Authority
Managers who put up walls and barriers will have a difficult time forming a cohesive team.
Checks and balances within an organization help to stop abuse of power.
Slide 18
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
The Power of Motivation
Challenge
Money
Praise
Satisfaction
Freedom
Fear
Family
Insecurity
Fulfillment
Integrity
Honor
Reputation
Responsibility
Prestige
Needs
Love
Competition
Slide 19
What motivates a person to reach a goal?
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Motivation
Intrinsic
Internal or originates inside someone
Extrinsic
External and more material in nature
Slide 20
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Create a Team Atmosphere
The wise manager constantly takes steps to improve employee morale, including scheduling frequent meetings and keeping employees abreast of changes.
Slide 21
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Low Morale
Low morale may exist because of:
Recent changes in management
Recent changes in policies and procedures
Terminations of other employees
Lack of business
One employee who displays a poor attitude
Slide 22
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Use of Incentives and Employee Recognition
Incentives give the employees reason to perform above and beyond the call of duty.
Recognition is a strong method for improving employee morale and encouraging outstanding performance.
Slide 23
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Problem Employees
Never hesitate to counsel the employee who is not performing at the expected level.
If the manager does not make a habit of writing formal reprimands, there may be insufficient documentation to terminate the employee.
Slide 24
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Burnout
Managers should take steps to help employees avoid burnout. Some causes of burnout are:
Stress
Disorganized workplace or home environment
Poor human relations skills
Feelings of being out of control of one’s life
Excessive expectations
Long work hours
Not being able to relax at home or work
Slide 25
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
The Interview
Make the applicant feel at ease.
Ask open-ended questions that cannot be answered with “yes” or “no.”
Slide 26
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
The Interview
Avoid questions that involve the applicant’s privacy.
Review the job description with the applicant.
Ask relevant interview questions.
Give the applicant the opportunity to ask questions.
Slide 27
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Follow-Up Activities
Make notes about the employee when he or she is fresh in the memory right after the interview.
Carefully check references.
Determine the best candidate for the position.
Slide 28
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Orientation and Training
Training the new employee is critical if he or she is to succeed.
Slide 29
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Acquaint New Employees with the Office
Staff members and their names and responsibilities
Physical environment and layout of the office
Nature of the practice and specialty
Types of patients seen in the office
Office policies and procedures
Long-range expectations
Slide 30
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Staff Development Training
Continuous training and staff development are vital aspects of any medical office.
Slide 31
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Delegation of Duties
Assign duties to the employee who will perform them in the best way.
Be flexible in the assignment of duties.
Use employee strengths.
Slide 32
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Use Performance Evaluations Effectively
Probation periods are usually from 60 to 90 days.
Set a definite date for the evaluation.
Review both strengths and weaknesses.
Develop a plan with the employee for overcoming weaknesses.
Set the next date for review.
Expect improvement and compliance.
*
Slide 33
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Peer Evaluations
Peer evaluations allow employees to evaluate one another and provide input into one another’s performances.
Slide 34
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Terminating Employees
Have plenty of documentation of behavior that led to termination.
Conduct the session at the end of the day.
Do not allow the employee to be abusive.
Collect keys immediately.
Never leave a terminated employee alone in the office.
Slide 35
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Immediate Termination
Embezzlement
Insubordination
Violation of patient confidentiality
Slide 36
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Fair Salaries and Raises
Employees expect fair salaries and raises if they are performing as directed.
Merit raises are increases based on an employee’s commendable performance.
Raises should not be offered strictly because an employee has worked for a certain length of time, such as a year.
Raises must always be earned by performance.
Slide 37
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Staff Meetings
Staff meetings must be held regularly.
Meetings help the staff to stay informed.
Slide 38
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Staff Meetings
Meetings give employees a chance to offer input and resolve grievances.
Recognize employees for outstanding behavior during staff meetings in front of physicians.
Slide 39
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Staff Meeting Agenda
1. Reading of the last meeting minutes.
2. Discussion of unfinished business.
3. Discussion of problems in clinical area.
4. Discussion of problems in administrative area.
5. Discussion of problems in common areas.
6. Discussion of new business.
7. Adjournment.
Slide 40
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Patient Information Folders
Explain basic operations of the office to patients
Easily compiled and designed
Decrease the number of calls that come to the office
Can reduce misunderstandings about policies
Great for introducing patients to the practice and mailing before first visits
Slide 41
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Financial Policy Folder
Explains financial policy information to patients
May be included in a larger patient information folder or brochure
Slide 42
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Patient Instruction Sheets
Clearly stated instructions for patient use for various procedures and treatments
- preparation for x-ray examinations
- preoperative and postoperative instructions
- diet sheets
- wound dressings
- care of casts
- many others
Slide 43
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Moving a Practice
Moving and closing practices require much advance planning and coordination among all staff members
Plan the new quarters.
Establish a moving date.
Notify utilities and mailers.
Notify patients.
Pack.
Devise a moving day strategy.
Slide 44
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Closing a Practice
Notify patients.
Avoid abandonment charges.
Publicly announce the closing.
Prepare for patient transfer and records storage.
Address financial concerns.
Properly dispose of controlled substances.
Address liability insurance.
Dispose of furnishings and equipment.
42
Slide 45
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 46
Developing Marketing Strategies
Steps to follow when implementing or changing medical marketing strategies:
Evaluate what is being done now to increase patient flow.
Decide what objectives are important and how meeting these objectives will be measured.
Develop a plan with various means of marketing the practice and a specific methodology for implementing each phase.
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 47
Knowing the Target Market
Consider the following: What specific outcomes do we hope to
accomplish? What are the needs and desires of our target
market? What are the characteristics of a typical member
of the target market? How can the target market be reached in the
most cost-effective ways?
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 48
Suggestion Boxes
Great way to solicit patient input.
Patients have ideas about the clinic.
Often, patient suggestions are the best ones.
If patients leave their names on the suggestions, make certain to thank them for their input.
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 49
Four Ps
Product
Placement
Price
Promotion
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 50
Deciding What Services to Offer
Determine who the patients are.
Determine what the needs of the patients are.
Determine how to best serve the patients.
Ask patients what needs they have.
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 51
Promoting the Practice
The physician and office manager should constantly watch for ways to promote the medical practice and keep its name in the public eye.
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 52
Tapping into (Nearly) Free Resources
Websites (some minor costs if staff members construct the site)
Advice columns in newspapers and other publications
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 53
Community Involvement
Sponsor sports teams.
Participate in charity events.
Run in marathons.
Support specific charities.
Participate in United Way.
Donate blood.
Hold health fairs.
Explore other ways to get involved.
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 54
Advertising and Public Relations
Advertising
Creating or changing attitudes, beliefs, and perceptions by influencing people with purchased broadcast time, print space, or other forms of written and visual media
Public relations
Media coverage designed to present the organization in a positive public light
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 55
Communication as a Marketing Tool
Monthly newsletters
Sending birthday cards
Automated call distribution
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 56
Promoting a New Practice
Ads in newspapers
Business cards for all employees
Incentives for patient referrals (not cash)
Recognition
Open house
Website
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 57
Planning Presentations
Know the audience.
Research the audience to know their needs.
Link all presentation information to audience needs.
Know the purpose of the presentation
Rehearse the presentation repeatedly.
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 58
During the Presentation
Make certain that the audience can hear.
Make all movements purposeful.
Do not wander around the room.
Slow down the speech.
Remember to relax.
Don’t allow negative thoughts into the mind.
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 59
Customer Service
Today’s patients expect and demand good customer service.
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 60
Treat the Patient as a Customer
The best way to increase the number of patients in the medical office is through word of mouth.
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 61
Undermining Customer Service
“I don’t know.”
“I don’t care.”
“I can’t be bothered.”
“Ask someone else.”
“It’s not my job.”
“It’s not my fault.”
“I know that.”
“I’m right, you’re wrong.”
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 62
What Do Patients Expect?
To be treated as the medical assistant would want to be treated
To have their concerns met
To know the medical assistant cares
To have their concerns taken seriously
To speak to someone with some authority
To experience an organized office that runs on schedule
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 63
What Do Patients Expect?
To be treated as the medical assistant would want to be treated
To have their concerns met
To know the medical assistant cares
To have their concerns taken seriously
To speak to someone with some authority
To experience an organized office that runs on schedule
Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc.
Questions?
Slide 64