The Journal of medical practice management : MPM
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It may seem to you that there is little or nothing that you can do about the stressors you face in your medical practice. There is always so much to do. Working with patients who are anxious or frightened, short-staffing, emergencies, a crowded appointment schedule-all of this can make for a stressful work environment. ⋯ It identifies the most common sources of workplace stress and how employees who work in a medical practice can use journaling to pinpoint their own particular stressors and stress responses. It describes the relationship between stress and health, and lists common physical and emotional responses to stress. Finally, this article provides recent statistics about workplace stress and offers 25 specific techniques and strategies that medical practice personnel can use to reduce and manage their own workplace stress.
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The Obama Administration has continued where the previous one left off in advocating the widespread adoption of electronic (digital) medical records (EMRs). But an expensive EMR system loaded with bells and whistles that you don't really need, and requiring doctors to interact with computers, can cost you in terms of patient-care time as well as money. The Big Three (which can encompass dictation/transcription), drug prescribing, and lab test ordering/results. An inexpensive "KISS" (Keep It Simple, Stupid) EMR containing these basic elements, and not requiring disruptive changes in office routines, may be all you really need.
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Many medical organizations have already changed to, are implementing, or are contemplating implementing an electronic health record (EHR) system. As in all change, some people accept the switch from paper to EHRs much easier and with more enthuiasm than others. ⋯ Often the result of this is anger, frustration, and lack of cooperation or even sabotage from physicians and office staff who are the recipients of the training on the EHR system. This article examines the steps for, opportunities for, and positive results from incorporating change management principles from the very beginning, and the benefits accrued by understanding and utilizing the concepts of good choices, relationships, planning, and feedback.
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Understanding how much it costs to provide a service is a basic premise of any business. In addition, healthcare is in need of improved processes to provide and increase value to the patient. This can be accomplished by the application of principles called Six Sigma and Lean Management. Today's medical practice leader must be aware of the costs of doing business and be able to apply proven management principles to the processes involved in providing patient care.
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Being a new employee in any job can be scary and intimidating. New employees are concerned with making a good first impression and starting out on the right foot. ⋯ Specifically, it suggests practical ways medical practice team members can prepare for, greet, befriend, support, praise, share with, and include new employees right off the bat to help them feel welcomed and appreciated. This article also offers tips for new employees that will help them succeed in the new job, make a positive first impression, and encourage the veteran employees of the practice to be glad to have them on board.