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Biomedical subjects

I Manji

Publications and source records attributed to I Manji.

At least 55 records · Page 3Linked to original sources
PubMed1993

Achieving success: moving beyond the comfort level.

Understanding the stages of growth, saturation and transition is the first step to setting meaningful career goals. While this concept is fairly new in dentistry, it is not new in other commercial enterprises. Business managers and owners have known for decades that growth stagnates after a period of time. At that point, a new infusion of energy and a reformation of the business's objectives and methods are needed to launch forward into the next phase of growth. Transition management in dentistry represents periods of growth that are followed by saturation and a comparatively rapid changeover to a new practice form. Saturation occurs when the clinical capacity of a practice is exceeded by the needs of a growing patient base. The key transitions in the career of a dentist are those from school to practising, and practising to retirement. A great number of dentists (due to low motivation, the comfort level or poor management skills) never reach the saturation point during their practising career. For these dentists, starting out and retirement are the only transitions that will ever apply to them. Dentists evaluating transition options must first identify which career stage they belong to since their objectives will be different at each stage. Dentists in the growth phase should focus on practice management and achieving saturation before attempting a transition. Since transitions like start-up, retirement, partnerships, associateships and buy-ins have pivotal roles in the life cycle of a practice, transitions must be managed carefully to achieve successful results.(ABSTRACT TRUNCATED AT 250 WORDS)

Efficiency↗
PubMed1993

The do's and don'ts of marketing.

Marketing is a tough area for most dentists. They either reject it altogether (an attitude that is bound to go the way of the dinosaurs because of sheer economics) or they accept its role in principal but aren't sure about the choreography for the marketing moves. What's important for dentists who embrace marketing is that their actions are well thought out, planned and executed. Because the fallout from inappropriate or ineffectual marketing can be bottomless. The idea (a variation of that old adage) is to please most of the people most of the time, as in the cited rose example above. (Yes, Abby sided with the wife.)

Humans↗
PubMed1993

The new patient experience putting your best foot forward.

By implementing a consistent new patient experience, your practice will have put its best foot forward. It's the first step toward achieving your next challenge: turning new patients into established patients. This requires you to provide quality dentistry and a high level of service during each and every patient visit.

Dentist-Patient Relations↗
PubMed1993

Quality service and a personal touch: redefining the "M" word.

Like it or not, dentistry is a service that patients (the consumers) may choose to reject. It's up to individual dentists to convince patients that their oral health should rank as a top priority. To achieve this goal, dental professionals must make a commitment to provide quality and personalized service. And this begins by developing and implementing a marketing strategy that defines and tracks patients' seemingly elusive needs.

Humans↗
PubMed1993

Patient newsletters: the debate continues.

Producing a patient newsletter is a worthwhile venture if you're doing it for the right reasons. As one component of an overall internal marketing strategy, it demonstrates to patients that you are a concerned caregiver, not only during their visits to your practice but in between those visits. If it's a professional-looking publication with quality content and visuals, it will likely be appreciated by your patients. And as you well know, the dental profession is certainly not suffering from a surplus of appreciation.

Humans↗
PubMed1992

Fair pay and then some: how to retain your staff.

It may be stating the obvious, but the bottom line is this: treat staff the way you would like to be treated yourself. Appreciate, respect, recognize and reward them. Behavior that is appreciated gets repeated. The easiest way to find out if your team is happy is to open up the channels of communication. Relieve yourself of the guesswork by asking them what they want. If you can't give them everything at once, you may be able to satisfy at least some of the items on their wish list. And when you address their needs and wants, you'll be rewarded with more loyalty and commitment than you'd ever have expected. You will be that "greener pasture" that the best and the brightest gravitate toward.

Dental Staff↗
PubMed1992

Hiring the best and the brightest.

Successful dentistry in the nineties demands a well-trained staff who are effective decision makers, team players and committed to excellence. The key to fulfilling this order begins with you, the dentist. It is incumbent on you to invest serious time and thought into the selection of staff. If you do so, you'll likely be surrounded by people who will turn your vision into reality. If you don't, you'll be caught in a staffing quagmire, and your practice vision will remain all-elusive.

Dental Staff↗
PubMed1992

Getting patients to say yes: effective case presentations.

Getting patients to say yes to recommended treatment requires the dedication of each team member. It demands a commitment to educating patients and motivating them to turn their dental needs into dental wants, as well as providing financial options to make treatment affordable. When the dental team takes the time to nurture the case presentation process, the results can be dramatic. Patients embrace treatment and the practice provides it. It is nothing short of a win-win scenario.

Communication↗
PubMed1992

Designing better dentistry: the ergonomic approach.

The ergonomic dental office is designed around the people who work there on a daily basis as well as the patients it serves. Because it is attractive, functional, esthetic and comfortable, it cultivates happy, productive dental teams and relaxed, contented patients. An ergonomic office enables people to move about freely, with easy access to the materials and equipment they need. And it encourages staff to take pride in their jobs, an activity that occupies more than half of their waking hours. In other words, the ergonomic office is not a luxury; it's an essential.

Dental Offices↗
PubMed1992

Plugging into technology.

One of the most important things to consider before buying a computer is use. Where and how will you use your computer? At home (to do household budgeting, some word processing, and play games?), or at the office (to balance complex budgets, calculate payroll, keep a large database of clientele, and possibly have up to 16 users on the system at the same time?). Will you want to integrate your system with imaging, voice response charting and EDI? (The brilliance of EDI alone justifies automation.) Keep in mind that what you do with a computer will probably expand as you get more familiar with the technology, so make sure there's room for growth in the computer you select. Another important aspect to purchasing a computer is service. The company you buy from must be able to provide you with prompt service, and be available when you first explore the realm of microcomputing. If you manage to save money on the purchase price, but it takes six months to have your office computer repaired, you have definitely lost out in the long run.

Computer Systems↗