The Journal of medical practice management : MPM
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Performing a peer review of an article under consideration for publication requires not only an understanding of the subject matter, but also a systematic approach that includes screening for conflicts of interest; determining whether the manuscript is within or outside the reviewer's area of expertise; properly classifying the manuscript; and writing a detailed, organized review. Although some journals may provide guidelines for the reviewers, the guidelines usually are not detailed and do not take into consideration the variability in reviewer experience. This article is meant to serve as a guideline for peer reviewers and provide concrete information on how to write a comprehensive, unbiased review that will serve both the author and the journal well.
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Do you have a poor-performing employee on your medical practice team? If so, you're not alone. Unfortunately, this is a problem that many medical practice managers face. This article describes the best strategies for managing your team's weakest link. ⋯ It offers guidance to practice managers about protecting their time and energy when handling a poor performer. It provides a simple formula for calculating the cost of a low-performing employee, 10 possible personal reasons for the employee's poor work performance, specific questions to ask to uncover the reasons for poor performance, and an eight-rule strategy for confronting poor performance effectively. Finally, this article offers practice managers a practical strategy for handling resistance from their weakest link, illustrated with a sample dialogue.
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December is a busy month for holiday fun, but don't neglect your financial health. Physicians should review their business and personal finances at year end to ensure they are on target both for income generated and taxes paid. Preparing for the April 15 tax filing is aided by a thorough review in December. ⋯ Make sure to look at your business profit/loss statement and balance sheet. Personal contributions and other tax planning strategies need to be completed by the end of the year. Your CPA can help!
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Anyone with an up-to-date organizational chart can determine the formal leadership roles in a medical practice. What many practice administrators fail to realize, however, is that there is another, complementary leadership model that exists between the lines in an org chart: informal leadership. This article defines the term informal leadership and describes informal leaders' three bases of power. ⋯ This article also offers practice administrators practical tips for dealing effectively with informal leaders who oppose them. It suggests strategies for counseling a reluctant informal leader and for developing the informal leaders in a medical practice. Finally, this article argues that informal leaders can be a source of great help for medical practices that have been downsized or restructured.