1. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Medical Practice Management and Human Resources Medical Practice Marketing & Customer Service Chapters 24 & 25 Presented by: Mattie Shiloh, MSN, RN

2. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Final Project Parts I and II must be a minimum of 1–2 pages in length each, (Part III = five PowerPoint slides minimum). Final Project has a total of four parts: Part I : Essay & Bank Form (2 parts) Part II: Essay (1 part) Part III: PowerPoint Presentation (1 part) Slide 2

3. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Final Project PART I: 1 Page at least each Why is it important to make your bank deposits as soon as possible? Download the Bank Deposit Detail Template from Doc Sharing Fill in the bank deposit sheet using the information on p. 286, Part IV, Questions 31–34. PART II: A medical office's business records are the key to good management practice. If medical personnel can keep accurate financial records and can conduct the administrative side of the practice is a businesslike fashion, it will be genuinely appreciated. Questions: Research and describe the three types of bookkeeping systems. Which of the three systems do you think would be the easiest to work with in the medical office? (Peg Board, Single Entry, Double Entry) Why? Slide 3

4. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Final Project PART III: PowerPoint Presentation-minimum 5 slides Today's medical office is accessed not only physically, but via the Internet as well. Develop a PowerPoint presentation persuading your employer to include a "Practice Website" as part of their overall practice. Make sure to include the following information: What would be the main objective of the website? What business advantages would it provide? What about medical websites and HIPAA compliance? Is scheduling patients online an option? How much would it cost? Slide 4

5. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Introduction The management of a professional medical office can greatly influence the success of the operation. Good management allows the physician to see and treat patients in a functional environment while the business side of the practice operates as it should. Slide 5

6. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Who’s in Charge? Facilities with three or more employees should designate one person as the office manager. Slide 6

7. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Chain of Command Allows the office staff to consult with the physician regarding administrative or clinical problems, complaints, or grievances Prompts employees to allow those individuals whom the physician has placed in charge to have the first opportunity to solve problems Slide 7

8. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Qualities of Good Managers Fair Flexible Dedicated Sincere Able to handle conflict Able to see the whole picture Supportive of staff Slide 8

9. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Duties of Office Managers Prepare and update policy and procedure manuals Develop job descriptions Recruit new employees Perform orientation and training Conduct performance reviews Dismiss employees Plan staff meetings Perform customer service Maintain staff harmony Establish work-flow guidelines Ensure compliance with federal and state regulations Improve office efficiency Supervise purchasing Educate patients Eliminate time-wasting tasks for the physician Market the practice Slide 9

10. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. The Power of Influence Successful managers must be interested in people and enjoy working with them on a daily basis. Managers have a great deal of influence on the people they supervise. By helping others get what they want, an individual usually gets what he or she wants. Slide 10

11. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Successful managers… Know that employees need encouragement Are confident enough in their own skills to let employees receive credit for their ideas and performance Let their employees help them “look good” Help employees reach their goals Slide 11

12. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. The Manager as a Leader Leaders nurture other people. Leaders have a strong belief in people. Leaders see others as successes rather than failures. Leaders listen to people. Slide 12

13. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Positioning Sit next to employees when talking instead of across from them at a desk when possible. Sitting behind the desk separates the manager from the employee and places distance between them. Sitting at a desk might be appropriate when disciplining or terminating employees. Slide 13

14. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Types of Leaders Charismatic: inspire allegiance and devotion from their followers. Transactional: structured and organized. Transformational: innovative and able to bring about change in an organization. Slide 14

15. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Styles of Management Autocratic: makes demands and insists on tasks to be done his or her way. Democratic: fair-minded and asks the opinions of the staff when making decisions. Laissez-faire: easygoing and does not make a lot of demands on employees. Slide 15

16. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Leading during Transition and Change Change is a part of the life of every person and business. Many people try to avoid it completely. Businesses cannot grow without change. Managers who are able to lead employees through change and transition are valuable to their employers. Slide 16

17. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Who Moved My Cheese? Change happens. Anticipate change. Monitor change. Adapt to change quickly. Enjoy change. Be ready to change again and enjoy it again. Slide 17

18. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Abuse of Power and Authority Managers who put up walls and barriers will have a difficult time forming a cohesive team. Checks and balances within an organization help to stop abuse of power. Slide 18

19. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. The Power of Motivation Challenge Money Praise Satisfaction Freedom Fear Family Insecurity Fulfillment Integrity Honor Reputation Responsibility Prestige Needs Love Competition Slide 19 What motivates a person to reach a goal?

20. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Motivation Intrinsic Internal or originates inside someone Extrinsic External and more material in nature Slide 20

21. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Create a Team Atmosphere The wise manager constantly takes steps to improve employee morale, including scheduling frequent meetings and keeping employees abreast of changes. Slide 21

22. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Low Morale Low morale may exist because of: Recent changes in management Recent changes in policies and procedures Terminations of other employees Lack of business One employee who displays a poor attitude Slide 22

23. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Use of Incentives and Employee Recognition Incentives give the employees reason to perform above and beyond the call of duty. Recognition is a strong method for improving employee morale and encouraging outstanding performance. Slide 23

24. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Problem Employees Never hesitate to counsel the employee who is not performing at the expected level. If the manager does not make a habit of writing formal reprimands, there may be insufficient documentation to terminate the employee. Slide 24

25. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Burnout Managers should take steps to help employees avoid burnout. Some causes of burnout are: Stress Disorganized workplace or home environment Poor human relations skills Feelings of being out of control of one’s life Excessive expectations Long work hours Not being able to relax at home or work Slide 25

26. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. The Interview Make the applicant feel at ease. Ask open-ended questions that cannot be answered with “yes” or “no.” Slide 26

27. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. The Interview Avoid questions that involve the applicant’s privacy. Review the job description with the applicant. Ask relevant interview questions. Give the applicant the opportunity to ask questions. Slide 27

28. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Follow-Up Activities Make notes about the employee when he or she is fresh in the memory right after the interview. Carefully check references. Determine the best candidate for the position. Slide 28

29. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Orientation and Training Training the new employee is critical if he or she is to succeed. Slide 29

30. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Acquaint New Employees with the Office Staff members and their names and responsibilities Physical environment and layout of the office Nature of the practice and specialty Types of patients seen in the office Office policies and procedures Long-range expectations Slide 30

31. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Staff Development Training Continuous training and staff development are vital aspects of any medical office. Slide 31

32. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Delegation of Duties Assign duties to the employee who will perform them in the best way. Be flexible in the assignment of duties. Use employee strengths. Slide 32

33. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Use Performance Evaluations Effectively Probation periods are usually from 60 to 90 days. Set a definite date for the evaluation. Review both strengths and weaknesses. Develop a plan with the employee for overcoming weaknesses. Set the next date for review. Expect improvement and compliance. * Slide 33

34. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Peer Evaluations Peer evaluations allow employees to evaluate one another and provide input into one another’s performances. Slide 34

35. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Terminating Employees Have plenty of documentation of behavior that led to termination. Conduct the session at the end of the day. Do not allow the employee to be abusive. Collect keys immediately. Never leave a terminated employee alone in the office. Slide 35

36. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Immediate Termination Embezzlement Insubordination Violation of patient confidentiality Slide 36

37. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Fair Salaries and Raises Employees expect fair salaries and raises if they are performing as directed. Merit raises are increases based on an employee’s commendable performance. Raises should not be offered strictly because an employee has worked for a certain length of time, such as a year. Raises must always be earned by performance. Slide 37

38. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Staff Meetings Staff meetings must be held regularly. Meetings help the staff to stay informed. Slide 38

39. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Staff Meetings Meetings give employees a chance to offer input and resolve grievances. Recognize employees for outstanding behavior during staff meetings in front of physicians. Slide 39

40. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Staff Meeting Agenda 1.Reading of the last meeting minutes. 2.Discussion of unfinished business. 3.Discussion of problems in clinical area. 4.Discussion of problems in administrative area. 5.Discussion of problems in common areas. 6.Discussion of new business. 7.Adjournment. Slide 40

41. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Patient Information Folders Explain basic operations of the office to patients Easily compiled and designed Decrease the number of calls that come to the office Can reduce misunderstandings about policies Great for introducing patients to the practice and mailing before first visits Slide 41

42. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Financial Policy Folder Explains financial policy information to patients May be included in a larger patient information folder or brochure Slide 42

43. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Patient Instruction Sheets Clearly stated instructions for patient use for various procedures and treatments - preparation for x-ray examinations - preoperative and postoperative instructions - diet sheets - wound dressings - care of casts - many others Slide 43

44. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Moving a Practice Moving and closing practices require much advance planning and coordination among all staff members Plan the new quarters. Establish a moving date. Notify utilities and mailers. Notify patients. Pack. Devise a moving day strategy. Slide 44

45. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Closing a Practice Notify patients. Avoid abandonment charges. Publicly announce the closing. Prepare for patient transfer and records storage. Address financial concerns. Properly dispose of controlled substances. Address liability insurance. Dispose of furnishings and equipment. 42 Slide 45

46. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 46 Developing Marketing Strategies Steps to follow when implementing or changing medical marketing strategies: Evaluate what is being done now to increase patient flow. Decide what objectives are important and how meeting these objectives will be measured. Develop a plan with various means of marketing the practice and a specific methodology for implementing each phase.

47. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 47 Knowing the Target Market Consider the following: What specific outcomes do we hope to accomplish? What are the needs and desires of our target market? What are the characteristics of a typical member of the target market? How can the target market be reached in the most cost- effective ways?

48. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 48 Suggestion Boxes Great way to solicit patient input. Patients have ideas about the clinic. Often, patient suggestions are the best ones. If patients leave their names on the suggestions, make certain to thank them for their input.

49. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 49 Four Ps Product Placement Price Promotion

50. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 50 Deciding What Services to Offer Determine who the patients are. Determine what the needs of the patients are. Determine how to best serve the patients. Ask patients what needs they have.

51. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 51 Promoting the Practice The physician and office manager should constantly watch for ways to promote the medical practice and keep its name in the public eye.

52. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 52 Tapping into (Nearly) Free Resources Websites (some minor costs if staff members construct the site) Advice columns in newspapers and other publications

53. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 53 Community Involvement Sponsor sports teams. Participate in charity events. Run in marathons. Support specific charities. Participate in United Way. Donate blood. Hold health fairs. Explore other ways to get involved.

54. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 54 Advertising and Public Relations Advertising Creating or changing attitudes, beliefs, and perceptions by influencing people with purchased broadcast time, print space, or other forms of written and visual media Public relations Media coverage designed to present the organization in a positive public light

55. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 55 Communication as a Marketing Tool Monthly newsletters Sending birthday cards Automated call distribution

56. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 56 Promoting a New Practice Ads in newspapers Business cards for all employees Incentives for patient referrals (not cash) Recognition Open house Website

57. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 57 Planning Presentations Know the audience. Research the audience to know their needs. Link all presentation information to audience needs. Know the purpose of the presentation Rehearse the presentation repeatedly.

58. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 58 During the Presentation Make certain that the audience can hear. Make all movements purposeful. Do not wander around the room. Slow down the speech. Remember to relax. Don’t allow negative thoughts into the mind.

59. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 59 Customer Service Today’s patients expect and demand good customer service.

60. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 60 Treat the Patient as a Customer The best way to increase the number of patients in the medical office is through word of mouth.

61. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 61 Undermining Customer Service “I don’t know.” “I don’t care.” “I can’t be bothered.” “Ask someone else.” “It’s not my job.” “It’s not my fault.” “I know that.” “I’m right, you’re wrong.”

62. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 62 What Do Patients Expect? To be treated as the medical assistant would want to be treated To have their concerns met To know the medical assistant cares To have their concerns taken seriously To speak to someone with some authority To experience an organized office that runs on schedule

63. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Slide 63 What Do Patients Expect? To be treated as the medical assistant would want to be treated To have their concerns met To know the medical assistant cares To have their concerns taken seriously To speak to someone with some authority To experience an organized office that runs on schedule

64. Copyright © 2007 by Saunders, Inc., an imprint of Elsevier Inc. Questions? Slide 64