The Journal of medical practice management : MPM最新文献

Managing a lazy employee can be a huge source of frustration for a medica practice manager. It can also be baffling, especially when the manager is highly self-motivated and cannot relate to an employee's penchant for laziness. This article defines laziness and explores the most likely reasons behind an employee's lazy behavior. It suggests that medical practice managers look to their owr management prior to taking disciplinary action against a lazy employee, anc provides specific guidance. It then offers practice managers 10 strategies for dealing effectively with lazy employees and 15 do's and don'ts for them to share with employees who are dealing with a lazy coworker. This article also provides five suggestions for overcoming one's own temptation to be lazy and advice for instituting a mentorship program to bring lazy employees up to speed. Finally, this article explores whether laziness is an innate characteristic or learned be- havior and suggests how managers can use this information in their approach to managing a lazy employee.

Every medical practice and every hospital will at some point decide to incorporate a new technology, a new procedure, or a new building; hire a new doctor; or embark on literally hundreds of other projects that require going outside of the box and outside of the usual routine in order to bring the project to fruition. This article discusses project management for implementing a new brand into a medical practice or a hospital, and how to prepare a time schedule and a cost analysis to see that the project is completed on time and within budget.

Concern that our Department of Veterans Affairs (VA) suffers low relational coordination led us to seek a system that might improve domains of relational coordination. The lack of an accurate system to identify the physician caring for a patient at any given time was a ready target. We conducted forward effect analysis, a novel methodology we adapted from our shared experience in software development and entrepreneurship. This study sought to implement a Web-based patient care team system in the critical care units at the VA North Texas Health System. Surveys were distributed to nurses before and after the intervention. Nursing confidence in the system improved from a median of 40% to 70%, and median satisfaction improved from 20% to 80%. Forty percent of nurses believed the old paging system resulted in harm to patients, compared with none with the new paging system. This study demonstrates technical and organizational implementation of a paging system as a two-sided platform with the ability to improve relational coordination between these sides.

The demand for healthcare and the need for healthcare workers are expected to keep growing. Practice managers are taking on more autonomous roles to best fill employment demands. As physicians take on more entrepreneurial roles in their practice, practice managers are acting as intrapreneurs to further health-care innovation while adding more value to the practice.

Physicians practicing medicine face many challenges in today's healthcare arena. The stress of practicing medicine is increasing exponentially as new medical information is exploding on a daily basis and new stresses to practicing are occurring in a burgeoning telecommunication world. The impact of rapidly increasing medical information and the era of electronic medical records allowing physicians to communicate with patients and physicians electronically, without the benefit of observing body language or clarifying misunderstandings, has had a huge impact on practicing physician-patient risk for misinterpretation of the electronically transmitted medical information. The risk of malpractice allegations is real even under the best circumstances. The potential risk to physicians alleged to be negligent has resulted in a clinical entity called medical malpractice stress syndrome; it is a "forme fruste" of posttraumatic stress disorder.

The operating room (OR) management literature tends to view management problems as having finite solutions and assumes that equilibrium exists in the intricate encounters that occur every day. In this article, we review complexity theory and assess its applicability to the strategic, tactical, and operational issues facing OR managers. By building on complexity theory and its assumptions, we also show that as complex systems, ORs resemble high-reliability organizations more than they resemble ultra-safe organizations. This distinction and the limitations of the current, linear modeling may have potential implications for the future of OR management research and practice. Opening the door to complexity, understanding the underpinnings of high-reliability organizations, and admitting that OR systems are complex adaptive systems, will lead to self-governing, transparent processes that envision the OR as a living, growing, sustainable human endeavor.

With CMS establishing preliminary definitions for fully qualifying Advanced Alternative Payment Models (APMs) in May 2016, it has become of interest to many care providers accepting Medicare and Medicaid payments to understand the nature of these entities if they wish to eventually participate in one of the current or future payment models. Changes under the Medicare Access and CHIP Reauthorization Act of 2015 specifically identify subsets of APMs that allow providers to avoid possible negative adjustments for poor relative performance compared with their respective peer groups through the Merit-Based Incentive Payment System beginning in 2017. This article reviews the nature of one of the fully qualifying Advanced APMs, the Medicare Shared Savings Program, and its risk/benefit sharing principles. Due to the lack of specialty-specific elements, this program acts as a very broad APM for practices and organizations seeking participation in either a simple or Advanced APM for the 2018 reporting period and beyond.

The pace of change in the field of medical practice management is unprecedented. Five major trends are affecting the business of healthcare: quality as a criterion for reimbursement; regulatory controls on fees and services; consumer influence on healthcare payments; full disclosure of claims data (i.e., transpar- ency); and increases in active patient load per physician. Successful practice administrators must remain well-informed about these trends in order to guide their practices toward modifications that will allow them to continue to flourish. The changes have been driven by economics, government regulations, and shifts in the country's population. In particular, the aging of the baby boomer generation has opened the eyes of the nation to the potential for costs of healthcare that are unsupportable within the current system: Independent physician practices can still be financially viable if the leadership team becomes nimble in adopting necessary operational changes that support opportunities for revenue optimization.

Finding and getting a job can be a challenging process. Knowing more about job search methods and application techniques may increase your chances of success. Your job search will be more effective if you first take the time to create a plan and avoid the very common mistakes we list in this article. Also included is a list of steps you can take now.

In light of the ever-increasing cost of medical care, coupled with growing patient responsibility-and, as a result, growing bad debt-healthcare organizations are working harder than ever to reduce costs and improve collections in order to maintain a healthy revenue cycle. One major factor influencing your medical practice's success that is often overlooked is the culture of the organization and the engagement and quality of the team that upholds it. Receivables Management Partners has developed the C.A.R.E. model of hiring, which can aid your practice in establishing a culture of success and hiring and maintaining an engaged and committed workforce. Engaged employees will nurture an exceptional patient experience, and can improve your bottom line.