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


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


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


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


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


Who’s in Charge?

Facilities with three or more employees should designate one person as the office manager.

Slide 6


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


Qualities of Good Managers

Fair

Flexible

Dedicated

Sincere

Able to handle conflict

Able to see the whole picture

Supportive of staff

Slide 8


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


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


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


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


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


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


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


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


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


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


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?


Motivation

Intrinsic

Internal or originates inside someone

Extrinsic

External and more material in nature

Slide 20


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


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


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


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


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


The Interview

Make the applicant feel at ease.

Ask open-ended questions that cannot be answered with “yes” or “no.”

Slide 26


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


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


Orientation and Training

Training the new employee is critical if he or she is to succeed.

Slide 29


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


Staff Development Training

Continuous training and staff development are vital aspects of any medical office.

Slide 31


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


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


Peer Evaluations

Peer evaluations allow employees to evaluate one another and provide input into one another’s performances.

Slide 34


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


Immediate Termination

Embezzlement

Insubordination

Violation of patient confidentiality

Slide 36


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


Staff Meetings

Staff meetings must be held regularly.

Meetings help the staff to stay informed.

Slide 38


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


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


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


Financial Policy Folder

Explains financial policy information to patients

May be included in a larger patient information folder or brochure

Slide 42


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


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


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.


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?


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.


Four Ps

Product

Placement

Price

Promotion


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.


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.


Tapping into (Nearly) Free Resources

Websites (some minor costs if staff members construct the site)

Advice columns in newspapers and other publications


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.


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


Communication as a Marketing Tool

Monthly newsletters

Sending birthday cards

Automated call distribution


Promoting a New Practice

Ads in newspapers

Business cards for all employees

Incentives for patient referrals (not cash)

Recognition

Open house

Website


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.


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.


Customer Service

Today’s patients expect and demand good customer service.


Treat the Patient as a Customer

The best way to increase the number of patients in the medical office is through word of mouth.


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.”


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


Questions?

Slide 64

copyright © 2007 by saunders, inc., an imprint of elsevier inc. medical practice management and...

Documents

imprint of elsevier

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medical practice management

professional medical

good management practice

medical personnel

medical websites

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