The Journal of medical practice management : MPM
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Staff meetings are a wonderful practice management tool, if they are well-planned and well-run. This article offers practical advice for planning and running productive staff meetings. It suggests calculating the actual cost of staff meetings and provides a formula for doing so. ⋯ It offers relevant advice for preparing and circulating a meeting agenda and minutes. It describes how to chair a meeting and suggests when to call meetings and when not to. Finally, this article establishes reasonable meeting expectations and provides a self-quiz to help you measure the effectiveness of your own staff meetings.
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The second of a three-part series examining the physician's Employment Contract, this article describes critical areas of operational due diligence and fundamental elements in the negotiation process. The initial article addressed the critical importance of value and cultural compatibility in group settings, plus financial due diligence details. The final piece will deal exclusively with the terms of the Employment Contract.
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This article provides a close look at why physicians often are disappointed with the practice administrator or manager they have hired or promoted. Reasons include: the wrong person was hired, such as one without the necessary qualifications and know-how, or the right person was hired, but wasn't given the authority to do the job. The article also provides practical tips on how to avoid mis-hires, how to evaluate the practice's managerial needs, and general differences between types of managers.
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This article provides recommendations to physicians about avoiding claims of sexual misconduct. No physician is immune to such a claim, and the consequences can be significant. The article outlines these consequences, including law enforcement and Department of Professional Regulation action, media attention, criminal and civil proceedings, and litigation with the physician's insurance company. Recommendations on avoiding claims of sexual misconduct include chaperoned patient examinations, enhanced physician-patient communication, and thorough charting in the patient's record.
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The telephone system is the pulse of communication in a medical group. As customers demand increased access to their providers, telephone systems and their operators are becoming overloaded. Re-engineering is critical to meet this surging customer demand. This article explores new methods and applications of re-engineering the telephone system by managing demand, instead of the traditional solutions of adding more staff and/or more lines.