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32 Cards in this Set
- Front
- Back
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The Primary Purpose
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*is to achieve and maintain patients care and comfort by effiecient medical practice
*making sure things are in place, making sure good quality care is going out to the patients *can be accomplished by effectively managing a team |
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Office Settings
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*Solo Office
-In a single provider office, the physician/owner takes the role of manager -The physician is the decision maker *Multi-Employee Office -Office mananger allows the physician to concentrate on patient care -Office manager coordinates clinical and administrative duties to promote quality patient care |
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Qualifiactions of a Manager
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*Has leadership ability
*Excellent communication skills *Cares about individuals(patients and staff) *Uses good judgement *Ability to organize *Has snese of fairness *Is willing to learn *Ability to remain calm and handle a crisis *Is flexible *Is approachable |
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Duties Include:
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*Preparation and updating of Policy & Procedure manual
*Developing job descriptions *Hiring new employees *Orientation and training *Performance and salary reviews *Maintaing staff harmony *Establish work-flow guidelines *Ensure compliance with all federal & state regulations *Improve office efficiency *Eliminate time wasting tasks for physicians *Market the practice |
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Effective Communication
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*managers need to communicate effectively(written) and orally
*it's required because it makes an impresssion of the particular business not of themselves and also affects the entire practice *manager needs to posses good listen skills *needs to be able to communicate with patients, employees, outside vendors, and insurance companies and especailly with physicians |
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Types of Leaders
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*There are 3 types of leader style
1. Charismatic 2. Transactional 3. Transformational |
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Charismatic
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*somebody that has a special way of inspiring individuals
*they may be very hands-on/bubbly, very excited about things, and have a way of encouraging individuals to overcome different obstacles *they tend to trust individuals in subboardinate positions in return to the employees to earn their trust |
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Transactional
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*Structured and organized
*ensure that their subordinates understand their duties and roles *provides rewards for jobs well done *intend to be very fair and is also hardworking *they will plan and follow those strict budgets and time frames |
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Transformational
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*They are innovative and have the ability to bring about change in an organization
*They are relationship builders *They strive to create a common ground with team members *Very effective for a reorganization or restructuring of a business |
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Styles of Management
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*Democratic
-Fair minded, willing to listen -Asks for opinions from staff *Autocratic -Dictator -Demanding -Jobs to be done theri way *Laissez-faire -Easygoing -"Go with the flow" |
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The Power
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*it's the ability to influence people to carry out duties as directed by management
*something managers can either use or constructively or they can abuse it *Effective Managers that use power in a constructive manner are interested in people-they know what motivates the employees and help those individuals to accomplish their goals(usually have an outstanding group of employees that work for them and a manaager who is not afraid of the next person to take over their job) |
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Types of Power
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*Coercive power-manipulative, makes threats or uses fear
*Granting rewards-more positive use of power *Expert power-leader is knowledgeable about a subject *Legitimate power-based on position or status(president) *Referent power-granted by others to those who lead by example, (mentors, parents, teachers) |
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Motivational Power
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What motivates a person?
-Challenge -Money -Satisfaction -Freedom -Fear -Family -Competition -Honor -Responsibility -Reputation |
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Abuse of Power
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*Use their power to get what they want, no matter what
*Pretend to care *Unable to see their own mistakes *Some managers stress rules and conformity, but fail to follow them themselves *Power can be easily abused when there are no checks and balances within an organization |
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Resumes and Applications
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*Divide resumes into three stacks
1. Who will be called 2. Possible candidates 3. Who will not be called *Before beginning the interview process know the federal, state and local fair employment practice laws *Know the Equal Employment Opportunity Act |
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Know the Details
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*What types of qualities, skills and abilities must the applicant have?
*What are the responsibilities involoved in the position? *What is the salary range being offered? *How soon is the position to be filled? |
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The Interview
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*put the applicant in as much ease as possible
*ask the appropriate questions pertaining to their experience and what their skills and abilities are, do they have any certifications, what's their formal form of education, and are they licensed in whatever position they are being interviewed for *give a description of what the opening position is and explain what the job responsibilities are will allow the individual to decide at that point whether or not they will be interested in the position *may or may not want to discuss the benefits, salary, or even other french benefits that may be available to the patient if in fact they are hired depending on the company's policy *make the applicant aware of any skill test or background checks, medical test that may be required by the company *allow time for the applicant to ask any questons that they may have about the position |
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Making the Selection
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*When the decision has been reached, offer the position
*24 hours is a reasonable time for candidate to consider the position *When the position is accepted, negotiate final details *Notify other candidates that have interviewed for the position(phone or mail) |
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Orientation
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*helps new employers ease into the position
*create a checklist for everything that has been given to the new hirer *intro to staff members *what the major of the specialty of the practice is *make sure they are familiar of what the office policy is *policy is placed in employers file stating that they have received the policy and have read it |
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Training
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*Create a training list
*Assign a mentor to assist the new employee *Closely monitor new employees, 30, 60, and 90 days *Be available to answer questions *OSHA requires training to any employee that may be at risk of exposure with their job, prior to beginning any duties *Offer periodic training for updated technology, lastes techniques and knowledgement of current regulations |
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Job Descriptions
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*is designed to inform the employees about the duties they are expected to perform
*any additional duties assinged by management is the great statement *with the statement denying the duty can not be accepted |
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Delegating Duties
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*Delegating allows the manager to concenterate on other areas of the practice
*It provides an opportunity for employees to grow and learn new aspects of the business *Encourages teamwork and builds trust with subordinates |
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Performance Evaluations
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*Employees should already have an understanding of what they are to be evaluated on(job description)
*Performance appraisal includes: -Attitude & personal appearance -Quality and quantity of work -Dependability & flexibility -Self discipline & motivation -Attendance & punctuality -Provide construtive criticism -Allow the employee to ask questions and provide input |
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Fair Pay and Raises
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*Retention of good employees is the goal
*To accomplish this, employees must be paid fair *Salary comparisons are available on the internet *Merit raises are for commendable performance on the job *Cost of living increases are given when earned *Salary increases can also be obtained by promotions |
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Termination
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*An unsatisfactory probationary employee should be dismissed at the end of the probation period with a reason for the termination
*An employee with a continuing unsatisfactory documented work history should be dismissed *A dismissed employee should never be allowed to train train or influence a new hire or replacement *Policy and procedure manuals should indicate the company's conditions for termination of a position *Follow the company's standards and legal laws upon terminating an employee |
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Policy and Procedure Manual
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*Every employee should receive a copy of the Policy and Procedure Manual
*a signed document of receiving the manual needs to be put into the employees file and we need to make sure they understand and have read the manual |
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Points to Consider with Change
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*Change happens!
*Anticipate and learn to adapt quickly! *Move with the change! *Enjoy the change! *Some individuals do not adapt to change well, if at all *Those who adapt quickly will not become a casualty of change *Managers have to be able to implement, direct and help employees go through the change process |
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Employee Recognition
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*is important
*little incentives helps to encourage the employee to work over and above what the expected level is *Recogntion is also a way to help improve mural in the office and help to encourage that outstanding performance |
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Problems with Employees
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(Bad attitudes, disruptive, tardiness, lack of maturity)
*Steps to correcting the employee: 1. Counsel the employee toward a resolution 2. Verbal warning(usually allowed one) 3. Written reprimand(number depends on company policy) 4. Termination should be justified with written documentation |
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Preventing Burnout
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*Burnout is a state of physical or emotional exhaustion, strength or motivation as a result of prolonged stress or frustration
*Managers are high risk for burnout *Work, home, and life ingeneral can be causes *Understand your limitations, ask for help *Keep work and home separated *Practice stress management *Take time out for yourself *Consider options *Take a vacation |
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Staying Professional
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*you want to be careful in forming close relationships within an office, they can interfere with the way we make particular decisions
*some facilities have strict rules regarding dating *make sure you know the policy prior to getting into a situation |
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Staff Meetings
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*Create an agenda to keep the meeting on track
*Set aside a time when least disruptive to schedule and to allow for the highest attendance *Some of the best ideas come from office staff *Don't allow the meeting to turn into a gripe session *Combine the meeting with lunch or even breakfast *Hold regular staff meetings *Encourage participation *Allow for questions and answers |
