Journal of dental practice administration : JDPA : official publication of American Academy of Dental Practice Administration, Organization of Teachers of Dental Practice Administration, American Academy of Dental Group Practice最新文献

This study was designed to examine how female dentists withstand the pressures of dental practice in comparison to male dentists. Two-hundred thirty-eight dentists responded to a national survey that collected demographic data, information about the kinds and degree of stress experienced, coping strategies used and coping effectiveness. The greatest amount of stress experienced was attributed to interactions with patients. The business aspects of dentistry were also associated with significant amounts of stress. In general, male and female dentists' responses to stress were similar, although female dentists experienced more personal/domestic stress. The coping styles of males and females were similar in most respects, except that females were more inclined to discuss their problems. Coping strategies were seen as moderately effective by both sexes. It was suggested that dental students receive training in interpersonal skills, stress management and practice management along with technical training to better prepare them to cope with the realities of dental practice. An alternative suggestion was to address these nontechnical topics through continuing education programs designed for dentists beginning their practice.

The efficient delivery of oral health services is heavily dependent on the process of intraoral performance used by the dental practitioner. Yet, little attention has been paid by practitioners, educators and researchers to this most basic aspect of dental practice. The study and application of the principles of Performance Logic is providing the dental community an opportunity to identify and apply an optimal process of oral care delivery. A primary objective of Performance Logic is optimal control of the task-at-hand while minimizing psycho-physiologic stress. This is accomplished through the proprioceptive self-derivation of an ideal posture and position and a complementary performance process from which a supporting practice environment is then specified. Through a worldwide network of collaborating research and practice sites, Performance Logic is being explored and applied to a variety of clinical settings. Performance Logic may alter and improve the way dentists work in the future.

The Phantom Stock Dividend Plan is a method of sharing net profits with staff in the same way a stock holder in a company receives periodic dividends. The purposes of the plan are to reward the staff for creative talents and recommendations for improvements; to involve the staff in the concept of being partially responsible for increased profitability of the practice; to encourage long-term employment; and to base increases in staff remuneration on profits rather than simply on seniority. An example of the plan is presented which can be modified to fit different practice situations.

Although many practice administration decisions involve everyday operations, some, such as the sale of a dental practice, are unique. This paper presents discussion of the complexities inherent in this problem and a method with which to approach it. Concepts of decision analysis are employed to aid in the selection of a selling price, as well as accounting for the uncertainty involved in evaluating prospective buyers. A decision-tree diagram is used to fully represent the decision problem and to illustrate possible decision options.

Two systems which can help the doctor and staff stay on track with patients are Treatment Progress Record and the Pending Treatment File. The Treatment Progress Record will allow the doctor and staff to see at a glance the date treatment was recommended, the date treatment was accepted and finally, the date treatment was completed. The Pending Treatment File serves as a "holding place" for those patients who have not yet scheduled their next appointment. Both systems were designed to help improve patient flow.

The addition of an associate to one's dental practice can be both a productive and mutually satisfying relationship. Before hiring an associate, however, the employer-dentist must first assess the financial implication for the practice. This article offers guidelines for assessing this impact and the structuring of an equitable compensation package for the associate.

As managers, dentists must be concerned with the daily control of their practices. Traditional management reports and graphs are not capable of indicating when specific action or intervention has become necessary. They fail to recognize that all processes--including the administrative functions of a dental office--exhibit variability. Only a control technique that can differentiate unacceptable from tolerable variation will offer any help with day-to-day managing. A simple application of statistics and probabilities is required to provide a workable solution. With results from an actual dental office, this article describes the steps for creating and using a statistical "control chart" to monitor a key practice variable--production revenue per hour.