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Software review: Medical Manager, an office management system.
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Special considerations for hiring an office manager.
Medical practice office managers come in many varieties. They can be hired from the outside or promoted from within. They can have a great deal of experience working in medical practices or practically none. Which type of office manager is the best choice for your practice? This article will help you decide. It describes three types of office managers and considers the pros and cons of each. It explores the characteristics, advantages, and disadvantages of lay administrators hired from the outside, office managers promoted from the ranks, and "super-aides" who are asked to manage while doing their old jobs. This article also offers a list of 10 characteristics to look for in office manager candidates, as well as six areas of overall responsibility for your office manager. Finally, it includes a quick checklist of 20 required duties of typical medical practice office managers that can help you shape your office manager's job description.
[Management of an office; management of accounts].
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The program management officer. A developing management concept.
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Assessments of managed care organizations in the Greater Baton Rouge area by physicians and physicians' office managers.
Health care quality assessment under managed care organizations is usually derived from two sources: (1) consumer satisfaction surveys, and (2) The Health Plan Employer Data Information Set reports. There is little published data regarding physicians' critiques. This study surveyed physicians and office managers as to the quality of healthcare under 10 managed care organizations in the Greater Baton Rouge area. Performance indicators in the physician questionnaire focused on personal satisfaction, perception of patient satisfaction, and mental health coverage. The office managers' checklist included payment and certification issues, telephone time spent gaining certification, level of knowledge among plan enrollees of their benefits, appeal process, and adequacy of reimbursement. Means were calculated for each performance indicator and managed care organizations were ranked. Tukey-Kramer's post-hoc multiple comparisons test was used to confirm rank order validity. Significant differences were found among companies. Significant rank-order agreement by both physicians and office managers was evident. The usefulness of such surveys and performing them annually is discussed.
What a great office manager can do for a small practice.
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Computerization--the revolution in health care office management.
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Office management of fibromyalgia.
The office management of fibromyalgia (FM) is best determined by two variables: (1) the severity and complexity of each patient's symptoms, and (2) the specialization and interest of the treating physician. Because there are 6 to 10 million Americans with FM, most patient visits will be to the primary care physician. Rheumatologists, physiatrists, and other musculoskeletal specialists must work with primary care physicians to foster the early diagnosis and appropriate treatment of FM. Primary care physicians are faced with enormous challenges in caring for patients with chronic pain disorders like FM. Our managed health care system insists that patient encounters be brief. Specialty referrals are often discouraged. There is little if any reimbursement for patient education. FM treatment is labor-intensive. Therefore, optimal planning and use of precious office time and resources are most important. Rheumatologists should train our primary care colleagues to recognize FM. Many patients still go months or years before this common syndrome is diagnosed. Rheumatologists should also spearhead teaching primary care physicians the basic treatment principles of FM. If the diagnosis is made early, patients with FM in community practice do very well with simple management techniques. As consultants, rheumatologists should confirm the diagnosis of FM and suggest basic FM management. Some primary care providers or other specialists will be fully capable of bypassing this consultation, especially if the patient responds to simple management suggestions. Manpower surveys have not studied the cost-effectiveness of specialty care in FM. Rheumatologists should also assume the responsibility for the management of FM patients who have not responded to basic FM management. Additionally, some rheumatologists may wish to subspecialize in FM, a major career commitment to this perplexing disorder. These situations constitute advanced FM management.
Facilitating adherence to the tobacco use treatment guideline with computer-mediated decision support systems: physician and clinic office manager perspectives.
BACKGROUND: A majority of physicians do not adhere to all the elements of the evidence-based USPHS guideline on tobacco use and dependence treatment. Among physicians and clinic office managers in Vermont we assessed perceived barriers to guideline adherence. We then assessed attitudes towards a computer-mediated clinical decision support system (CDSS) to gauge whether this type of intervention could support performance of the guideline. METHODS: A random sample of 600 Vermont primary care and subspecialty physicians were surveyed with a mailed survey instrument. A separate survey instrument was mailed to the census of 93 clinic office managers. RESULTS: The response rates of physicians and clinic office managers were 67% and 76%, respectively. Though most physicians were aware of the guideline and had positive attitudes towards it, there was a lack of familiarity with Vermont's smoking cessation resources as 35% would refer smokers to non-existent counseling resources and only 48% would refer patients to a toll-free quit line. Time constraints and the perception that smokers are unreceptive to counseling were the two most common barriers cited by both physicians and office managers. The vast majority of physicians (92%) have access to a computer in their outpatient clinics, and 68% have used computers during the course of a patient's visit. Four of the eight information management services that a CDSS could provide were highly valued by both physicians and clinic office managers. CONCLUSIONS: Interventions to improve adherence to the guideline should address the inaccurate perception that smokers are unreceptive to counseling, and physicians' lack of familiarity with resources. A CDSS may improve knowledge of these resources if the design addresses cost, space, and time limitations.
Inflammatory bowel disease. Options in office management.
Current therapeutic options make office management of the patient with uncomplicated left-sided ulcerative colitis or mild to moderate Crohn's disease quite feasible for the primary care physician. On the horizon are additional drugs that will enhance the physician's ability to treat patients with inflammatory bowel disease effectively, with minimal risk of side effects or toxicity.
Use of computers in dental office management.
Present and future uses of computers in dental office management have been discussed, along with reasons for minimal use thus far. The factors involved in automated billing procedures are cited while developing a hypothetical system. A look into the future points toward automation of diagnosis and treatment tasks as well as paperwork functions.
Role of the nurse in the management office.
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Office managers' perception of stress, control, and satisfaction: a comparison between primary care and specialty practices.
Perception of stress, control, and satisfaction was measured by office managers in medical practices. Office managers spend enormous amounts of time each day handling difficult interpersonal issues among staff physicians, and patients. As a group, physician disruptions were the most prevalent per day. Other staff members were considered the most stressful by rank order. Significant differences were discovered between primary care practices versus specialty practices in the areas of interactions with physicians.
Fluorescein angiography. Practical role in the office management of macular diseases.
Office fluorescein angiography allows optimum management of patients with macular diseases. A skilled office staff is essential. The receptionist obtains pertinent information from patients and schedules prompt appointments. Excellent angiography by photographer-technicians allows the physician to plan the best course of management. The skills of photographers can be developed through in-service training, certification programs, and participation in professional meetings. For the ophthalmologist who treats CNV but does not do fluorescein angiography, a referral service can be helpful. Ophthalmologists who do not treat CNV should refer patients with suspected CNV directly to an experienced laser surgeon for angiography and management. Future developments in office fluorescein angiography should include improved cameras and videoangiography.
The office management of psychiatric problems; psychiatry in the physician's office.
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Office management of the infant with colic.
Coping with a colicky infant can be stressful for parents. Proper office management can reduce parental stress and help parents handle the prolonged crying periods. This article assists the practitioner to better define colic and the current "cures" for excessive crying. Office management is reviewed, focusing on calming techniques and psychosocial support for parents and family. A case study is reviewed, and the use of appropriate referrals is discussed.
Office managers: nobody knows the trouble they see.
Computers, code revisions, and patients' changing expectations have added responsibility and a new level of complexity to the job of medical office manager. How are you and your office manager coping? Some experienced managers relay their views of this rapidly changing field.