The Journal of medical practice management : MPM
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The relationship between the doctor(s) and the employees of a medical practice is a critical one. A good working relationship is key to delivering efficient and productive healthcare and to creating a happy work environment for everyone. A strained or damaged relationship can lead to serious errors and stress, and ultimately it can hurt patients and the practice's bottom line. ⋯ It shows employees specific techniques for building trust in their relationships with doctors and reveals what doctors expect and hope for in their employees. This article also offers useful techniques for dealing with difficult situations. It will also help medical practice employees identify and appreciate the importance of their working relationship with the doctor(s) in the practice and motivate them to work on improving those relationships.
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This two-part article deals with the role of the physician when disaster strikes. This second part expands on the role of the physician andpractice in the community and details how the physician and staff can work within the network of the medical societies, hospital systems, government agencies, and others in the event of a far-reaching disaster such as Hurricane Katrina or September 11. It also discusses what the physician can do to educate patients as to how to prepare to meet a disaster.
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The new patient's experience of your practice from th very first time he or she calls your office can influence the kind of relationship you will have as well as the patient's satisfaction and loyalty. This article suggests specific techniques hat turn new patients into loyal, established ones. ⋯ This article also offers strategies for following up with new patients and provides sample text for letters to send to new patients and for developing a new-patient get-acquainted checklist. Finally, this article includes strategies for turning new patients into strong referral sources.
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Buy-ins and buy-outs provide an opportunity for both existing owners of medical practices and prospective new physicians. For physicians, buy-ins represent the chance to have a financial stake in the practice, under the physician control and direction. This article explores helpful guidelines for valuing the practice and provides perspective in viewing the situations of buy-in and buy-out.
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Each member of the medical practice staff has the responsibility to develop positive relationships with his or her colleagues. Getting along is part of the job. Many employees do not realize this or they lack the tools to build strong co-worker relationships. ⋯ It describes ways each member of the team can improve communication skills and foster an atmosphere of respect. This article also suggests specific language employees can use with one another and several communication don'ts that can foil positive co-worker relationships. The 25 tips offered in this article can be the subject ofa staff meeting, used for new employee training, and printed in the medical practice's employee handbook.