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Results for “Practice Management”

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PubMedDate not supplied

The physician manager. Practice management education in the 21st century.

Are physicians prepared to operate competitively for the 21st century? Not according to a recent survey completed by the Society of Physicians in Administration's (SPA) membership. In fact, as far back as the 1980s, physician surveys indicated that third-year physician residents and recent graduates felt their training in practice management was inadequate. Understanding practice management issues would improve a physician's chances for success. According to the SPA survey, however, most medical schools and residency training programs don't offer courses in management.

Attitude of Health Personnel↗
PubMed1992

Management ... practice Manager.

Carole Green became a Practice Manager because she wanted to influence directly what was happening and to see the results of her work; she was the first GMTS I management trainee to work in general practice. Her job combines the roles of business manager, company secretary, contracts negotiator, marketing manager and -- at times -- general factotum.

Administrative Personnel↗
PubMed2004

Shell-shocked. Looking out for the well-being of physicians--particularly in this malpractice environment--is the mark of a professional medical practice manager.

Practice administrators often find that an unwritten part of their job descriptions is running interference when one of the group's physicians faces a malpractice lawsuit. Supporting the doctor in the work environment and encouraging open discussion about malpractice long before lawsuits occur is a key part of running an effective organization.

Cost Savings↗
PubMed2000

Dermatology practice management assures practice development and efficiency.

This article provides an overview of the disciplines involved in managing a dermatology practice today. Several key management processes, including strategic planning, financial analysis, advertising and public relations, information systems management, and compliance program development and monitoring are addressed. This article explores several possible tactics that can be used to help guide your practice in the right direction without overtaxing your resources. Also offered are possible solutions for creating an organization that is poised for success, and a management team capable of steering the practice through the sea of change ahead.

Advertising↗
PubMed1985

Use of microcomputers in medical practice management: a practical guide.

The decreasing cost and increasing availability of computers have created both concern and desire on the part of the non-computer professional. This article provides basic information to use in the selection of microcomputer hardware and software. It is slanted toward the small practitioner, one to four physicians, and provides practical guidelines, definitions, and examples relevant for a small practice.

Computers↗
PubMed1994

Towards better practice management: a national survey of Scottish general practice management.

Surveys a 50 per cent sample of Scottish practices (stratified by health board area), concerning whether they had a practice manager and who had responsibility for practice management tasks. The overall response rate was 73 per cent, with 63 per cent of responding practices employed a practice manager. Reports the findings from practices employing a manager, and reveals marked variations in levels of managers pay and responsibility. The development of practice management structures varied with only 85 per cent of practices holding regular practice management meetings. The results suggest that practices which previously coped without a manager have recognized the need for one as the complexity of practice administration increases and that the traditional career path of managers involving internal promotion is changing.

Administrative Personnel↗
PubMed1997

Practice management companies improve practices' financial position.

To maintain control over healthcare delivery and financial decisions, as well as increase access to capital markets, some group practices are forming their own physician practice management companies. These companies should be organized to balance the expectations of physicians with the values of capital markets. This organization should include retained earnings, financial reporting in accordance with generally accepted accounting principles (GAAP), predictable earnings and cash flow, physician ownership and leadership, and incentives for high-quality management. Three large, primary care and multispecialty clinics that merged to form a new physician practice management company increased their access to capital markets and improved their overall financial position, which will help them achieve long-term survival.

Accounting↗
PubMed2004

A preliminary report of an educational intervention in practice management.

BACKGROUND: Practice management education continues to evolve, and little information exists regarding its curriculum design and effectiveness for resident education. We report the results of an exploratory study of a practice management curriculum for primary care residents. METHODS: After performing a needs assessment with a group of primary care residents at Wright State University, we designed a monthly seminar series covering twelve practice management topics. The curriculum consisted of interactive lectures and practice-based application, whenever possible. We descriptively evaluated two cognitive components (practice management knowledge and skills) and the residents' evaluation of the curriculum. RESULTS: The mean correct on the knowledge test for this group of residents was 74% (n = 12) and 91% (n = 12) before and after the curriculum, respectively. The mean scores for the practice management skill assessments were 2.62 before (n = 12), and 3.65 after (n = 12) the curriculum (modified Likert, 1 = strongly disagree, 5 = strongly agree). The residents rated the curriculum consistently high. CONCLUSIONS: This exploratory study suggests that this curriculum may be useful in developing knowledge and skills in practice management for primary care residents. This study suggests further research into evaluation of this curriculum may be informative for practice-based education.

Adult↗
PubMed1983

Practice management training in family practice residencies.

Recent surveys have suggested that practice management instruction in family practice residency programs is inadequate. The majority of third-year family practice residents graduating in 1980 felt inadequately trained in nearly all aspects of practice management. Thirty-five percent of these residents noted that their residency programs offered no regularly scheduled time for practice management training. Results of four family practice residency graduate follow-up surveys showed that no fewer than 25 percent and, often, 60 to 80 percent of graduates felt underprepared in most areas of practice management.

Administrative Personnel↗
PubMed1977

Dental practice management game: a new tool for teaching practice management.

This paper describes the structure of a dental practice management game. The game covers a wide spectrum of management decisions in setting up and in running a dental practice. The decisions considered include practice location, the form of practice, staffing mix, salaries, and the purchasing or leasing of equipment. The game also covers major daily, monthly, and yearly decisions including forecasting patient load, economic analysis, and scheduling of patients, workers, and operatories. The paper also discusses the cost and time required to run the game. Many sample printouts are included.

Computers↗
PubMed2003

An interactive approach to teaching practice management to family practice residents.

Three years ago, our residency program began a new approach to teaching practice management to our second- and third-year residents. The underlying principles for the new curriculum involved a realization that our residents lacked basic business understanding and that they would likely learn more effectively through a hands-on approach. The new curriculum, which we describe in this article, is in large part built around the establishment of a mock practice during the second year of residency. Although the curriculum is still evolving, initial response and evaluation have been encouraging.

Curriculum↗
PubMed2002

Managing practice statistics for practice success.

The incorporation of computers into the dental practice has enabled the dentist and staff to quickly access information vital to monitoring practice growth and vitality. Despite the fact this information is available at the click of a mouse, the information available to the dentist and staff is often ignored. Even if an effort is made to assess the data, the dental team is clueless on how to use it to control changing economics in the practice. This is accomplished by charting statistical data collected by the dentist and staff. Compilation of this data enables the dentist and staff to recognize trends that will affect the growth and profitability of the practice and develop strategies that reinforce positive trends and reverse negative trends. This paper discusses the value of using data as a tool for practice management.

Data Interpretation, Statistical↗
PubMed2001

Integrating behavior change theory into geriatric case management practice.

Case management practices have continued to grow despite a lack of clear evidence of their efficacy. With the expanding segment of the elderly population, there is a critical need to develop and identify programs that will address the many needs of the aging. Geriatric Case Management has been the avenue selected by many health care providers to address these issues, focusing on maintaining health status and improving linkages with medical and community resources. Studies testing the effectiveness of these models have failed to demonstrate their effectiveness in reducing depression, reducing acute care service use, and improving or maintaining health status. The Geriatric Case Management models presented in these lack an evidence-based, theoretical framework that provides definition and direction for case management practice. This article introduces behavior change theories as a method of structuring and delineating the case management intervention. The Transtheoretical Model and the Theory of Planned Behavior are discussed and methods of integrating these theories into practice are discussed.

Aged↗
PubMed1999

Smallholder farming of the greater cane rat, Thryonomys swinderianus, Temminck, in southern Ghana: a baseline survey of management practices.

Baseline management practices and productivity of captive greater cane rats were studied between February and July 1992 using questionnaires with 33 practising and former farmers in 16 villages in three regions in southern Ghana. The colony sizes were relatively small, ranging between 1 and 96, with nearly a 100% farmer drop-out rate. The mean litter size of the greater cane rats in this study was 4.8+/-0.13, with the young being weaned at 8.8 weeks old. Although nearly all the farmers interviewed (90.9%) had long-term commercial intentions, a number of problems militating against their objectives were encountered. These included lack of technical support on proper management practices for efficient production, housing design, dry season feeding, sex determination and the acquisition of foundation stock. In conclusion, these studies have shown the generally poor state of the greater cane rat industry in Ghana, which requires research into almost all aspects of the productivity of this animal under captive breeding.

Agriculture↗