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Results for “Financial Management”

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At least 163 records · Page 9Linked to original sources
PubMed1997

Making unofficial inventory official. Financial managers who record and control unofficial inventory make the most of a valuable asset.

All healthcare organizations maintain supplies in their facilities that have not been booked as assets on their general ledgers. This unofficial inventory is often overlooked because it is not as significant a cost-driver as salaries and capital equipment. But unofficial inventory can affect an organization's bottom line when it is not reflected as an asset on statements of activities. Healthcare financial managers, working with their organization's materials managers, and other department personnel, can take steps to correct the problem of unofficial inventory by identifying locating, and controlling such inventory throughout the facility. Appropriate accounting procedures to handle the conversion of unofficial inventory to official inventory status also should be implemented.

Accounting↗
PubMed1983

Health-care trends influencing the financial management of hospital pharmacies.

Current trends affecting health care and the response of the health-care industry to these trends are described, and recommended actions for hospital pharmacy departments are presented. The effects of societal changes, technological advances, information collection and exchange, excess physician population, cost constraints, and competition are examined. Appropriate responses include programs to lower costs, improved financial-monitoring systems, creative methods for attracting patients and donations, specialization of care, corporate formation and restructuring, emphasis on ambulatory and preventive programs, partnership with medical staff, deregulation initiatives, and standardization of hospital statistics. More aggressive management, financial expertise, and greater accountability will be expected of hospital pharmacy managers.

Costs and Cost Analysis↗
PubMed1987

Today's stronger, tougher, smarter financial manager.

The average CFO is 40 years old and has been in his current position for six years. He (CFOs are still overwhelmingly male) earns $56,615 a year and has increasing responsibility for nontraditional finance functions such as loan administration and real estate management. Furthermore, the CFO is assuming responsibility for other areas such as medical records and contract negotiation. In his professional development, the CFO is becoming increasingly interested in strategic planning, cost accounting to determine pricing, management skills, new business development, and government reimbursement policies. In his personal development, the CFO in finding such personal traits as motivation, drive, the ability to achieve tangible benefits, and strong personal values as ingredients of a successful CFO.

Financial Management↗
PubMed1992

The financial management of laser therapy.

The development of a financially viable laser program within any health care organization requires detailed resource analysis and planning of each phase. After implementation, administration must constantly monitor all costs associated with care delivery, as well as the reimbursement for services and revenue generated.

Financial Management, Hospital↗