Pearson's Comprehensive Medical Assisting

Transcription

1 Pearson's Comprehensive Medical Assisting Administrative and Clinical Competencies Second Edition CHAPTER CHAPTER 20 Medical Office Management Lesson 1: Managing the Medical Office

2 Lesson Objectives Upon completion of this lesson, students should be able to Define and spell the terms to learn for this chapter. Define the systems approach to management. List and discuss the personnel management duties as they relate to the medical office. Discuss the elements of monthly planning including holding staff meetings.

3 Critical Thinking Skills 1. What skills do you think should be required of an office manager?

4 General Office Management Skills Administrative ablities Communication Time management

5 General Duties of the Office Manager Careful planning of activities Delegation of tasks Effective use of all personnel

6 Critical Resources Used to Manage a Medical Office Personnel policy manual (Employee handbook) Office procedures manual Patient information booklets

7 Administrative Components of the Systems Approach to Managing Personnel management responsibilities Employee records Financial management Scheduling Facility and equipment management Communication Legal concepts Let s look more in-depth at each one of these

8 Personnel Management Responsibilities Recruitment and selection Hiring new employees and establishing orientation training Annual performance review An exchange between supervisor and employee to comment on job performance and set goals for next year Discipline Should occur as soon as it is warranted and not held over until the annual review

9 Employee Records Federal law requires records to be maintained for every employee Payroll records must include: Social security number Number of exemptions claimed by the employee (W-4 Form) Gross salary amount (salary before taxes are removed) Deductions for social security taxes, federal, state and city withholding taxes, state disability tax, and state unemployment tax, if applicable

10 Elements of Financial Management Banking Billing Collections Insurance processing

11 Effective Scheduling Can contribute to the satisfaction level of the practice If the office staff is continuously scheduled inappropriately, it affects morale and may cause discontent among the physicians and patients Flexibility must be built into the staff schedule to allow for unanticipated occurrences such as sick days and business appointments

12 Elements of Facility and Equipment Management Facility layout and planning Inventory Safety Maintaining OSHA standards Equipment replacement Computer use

13 Communications Ability to communicate at all levels Contributes significantly to the cohesiveness of the staff Includes written and oral material

14 Legal Concepts Although most physicians have their own personal attorneys, the medical office manager should have an appreciation of legal terminology and ethical issues that affect the medical practice.

15 Responsibilities of Managing the Clinical Part of the Medical Office Training new clinical personnel Tracking medical supplies Purchasing supplies when stock is low, making sure the physician s requests are met and proper procedures are followed Handling safety issues (i.e., employee hepatitis B injections) Maintaining OSHA regulations

16 Basic Duties of the Office Manager Acting as liaison between staff and the physician/employer Conducting performance and salary reviews Delegating responsibilities to staff Orienting, developing, and training staff Improving office efficiency Maintaining the office procedure manual Overseeing HIPAA compliance

17 Basic Duties of the Office Manager Planning and conducting staff meetings Preparing patient education materials Providing guidelines for patient education Recruiting, hiring, and firing Supervising cash, banking, and payroll operations Supervising employees on a day-to-day basis

18 Basic Duties of the Office Manager Supervising the purchase and storage of equipment and supplies To learn more about the basic duties of an office manager, the Internet contains a wealth of information

19 Qualities of a Good Manager Effective administrative and communication skills Ability to organize Ability to communicate effectively at all levels Ability to enforce policy when necessary Ability to resolve conflicts Creativity Diplomacy Excellent judgment

20 Qualities of a Good Manager Flexibility Leadership and take charge initiative Objectivity Sense of fairness Willingness to continue to learn, and promote the same behavior in staff members

21 Methods to Finding an Office Manager Hiring from within often based on seniority Recruiting from an outside source Obtaining a recommendation from another office

22 Managing the Monthly Planning Calendar Develop a system in which the schedule for the entire month is laid out on a calendar List staff vacations on the calendar because it helps to prevent overlapping of vacations, which can leave an office short staffed Note all physicians conferences, staff meetings, vacations, accountant meetings, and other vendor visits

23 Managing the Monthly Planning Calendar Ensure all vacations have been approved Compare the office calendar with the physician s calendar on a periodic basis and update the office s master calendar as necessary

24 Staff Meetings To facilitate communication between staff and the physician, have the physician attend when possible Hold the meetings on a regular basis Compensate staff for mandatory meetings Manager conducts and facilitates the meeting Time, date, and agenda created by the manager with input from the physician

25 Staff Meetings Ensuring staff meetings are focused helps to minimize wasted time Minutes and names of attendees should be recorded

26 Equipment Needed for a Staff Meeting Agenda items received from staff Meeting agenda Means of keeping time (watch, clock, or stopwatch) in the meeting room Audio/visual equipment

27 Preparing for the Staff Meeting One week before the meeting, request agenda items from the staff Before the meeting, create a meeting agenda with all topics that need to be discussed On the agenda include: The date, time, and place of the meeting The name of who will be running (facilitating) the meeting A length of time assigned to each topic, and who will be responsible for that topic

28 Making a Staff Meeting Successful Start the meeting on time Begin by briefly reviewing the minutes of the last meeting Try to keep each topic to its allowed amount of time Try to stay on schedule as much as possible. Allow for time at the end of the meeting to have open discussion of any new business.

29 Making a Staff Meeting Successful Adjourn the meeting After the meeting, the minutes of the meeting should be typed and distributed to all involved

30 Staff Expectations of Management Respect Ownership of personal space or environment A sense of affiliation with the practice Fair compensation Acknowledgement and recognition Emotional rewards Communication Honesty Visibility of the management Empathy Trust Equal treatment of all staff

31 Critical Thinking Question 1. How can a manager show respect to his or her staff members?

32 Ways to Show Respect Greet employees in a pleasant manner Always acknowledge employees hard work Never reprimand employees in front of their peers Be accessible and listen to employees when they need to talk Take employees suggestions into consideration

33 Ways to Show Respect Work toward having satisfied employees When possible provide personal space for each employee Allow employees to place pictures in the area in which they most often work Create a sense of affiliation to the medical office Help to ensure that employees feel they have been fairly compensated for the amount of work they produce

34 Ways to Show Respect Provide employees rewards beyond pay Maintain a cohesive work atmosphere by ensuring that communication is open and honest Be available for employees Show empathy

35 Questions?