The Journal of medical practice management : MPM
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What happens when you find yourself working in your medical practice every day with co-workers who are the ages of your parents or children? Do you find yourself reverting to age-related roles? Do you become exasperated with or bewildered by the values and behaviors of older or younger colleagues? This article explores the challenges and opportunities the medical practice staff member faces when he or she is part of a multi-generational medical practice team. It describes the tensions that often occur when a medical practice staff runs the gamut from those who remember using a library card catalog and those who can't remember the days before Google. ⋯ It suggests preferred communication and learning methods for staff members of different generations. Finally, this article offers 10 best practices for working in a multi-generational staff and for creating a supportive multi-generational medical practice culture.
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A major factor in rural physician burnout is the demand of providing emergency room and hospital coverage in addition to running a clinic practice. The creation of the PEERist helps solve this problem without causing economic hardship for either the hospital or the physician. The PEERist has particular applications to rural doctors affiliated with critical access hospitals.
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The economic downturn has wreaked havoc on our professional lives and has presented a whole host of challenges including managing physicians who can no longer retire due to the reduced value of their retirement savings. As a result, many medical practices are burdened with physicians who are disinterested in continuing to work in the practice, but who remain solely due to financial reasons. This article will provide practice managers with several means to encourage these "retired-on-the-job" physicians to improve their attitudes and productivity levels, or do what they have already informally done--retire. Specifically, this article reviews four options for dealing with such employees, including: (1) coaching; (2) offering flexible work options; (3) changing revenue-sharing agreement; and (4) dismissal.
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Medical practice workplace etiquette is slowly being modified and fine-tuned. New workplace etiquette rules have become necessary because of advances in communications technology, shifting norms, and expectations of what constitutes good manners. ⋯ It offers practical guidelines for making introductions both inside and outside the medical practice. This article also provides a self-quiz to help medical practice employees assess their workplace etiquette intelligence and 12 tips for good workplace table manners.
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Electronic health records (EHRs) are expected to transform and improve the way medicine is practiced. However, providers perceive many barriers toward implementing new health information technology. Specifically, they are most concerned about the potentially negative impact on their practice finances and productivity. ⋯ Overall, providers had significant productivity increases of 1.7% per month per provider from pre- to post-EHR adoption. The majority of the productivity gains occurred after the practice instituted a pay-for-performance program, enabled by the data capture of the EHRs. Coupled with pay-for-performance, EHRs can spur rapid gains in provider productivity.