Technology and resources page 14 Network infrastructure Licences Connects all customers together and enables the Group to provide mobile and fixed voice, messaging and data services. Vodafone also operates an increasing number of fixed access networks.
William Zelman, who brought us together; Arnold Kaluzny, who helped us find the right publisher; Erika Fulmer, who helped us keep things moving; Kristin Keagy, Kay Grinnell, Donna Cooper, Betsy Mann, and Raleigh Mann, who helped us edit the chapters; and all the chapter authors and contributors, who gave this book its breadth and depth.
This book would not have been possible without them.
Businesspeople who work in medical practices are known by a variety of titles, such as administrator, practice manager, or office manager. For consistency we have chosen to use the title practice manager throughout this book.
Physicians and medical groups face increasing challenges to compete as the cost to provide health care services continues to rise. Because reimbursement from governmental and other third-party payers is flat or decreasing, improvements in technology, increases in costs of pharmaceuticals and for medical malpractice coverage, and the costs of complying with the Health Insurance Portability and Accountability Act HIPAA and other legislation have put a strain on practice financial margins.
As a result many physicians and their practice managers now realize that they need additional knowledge and administrative skills to understand and deal with the changing regulatory and fiscal environment. Physicians seldom learn about medical practice management issues and techniques during their years of medical education, and many practice managers have xix xx Preface no formal training as health care administrators.
In this environment physicians and their practice managers must have a general understanding of the many elements of practice management and a depth of understanding in a few.
To ignore these concepts could lead to loss of income as well as sanctions for violations of regulatory requirements. The practical tools and references in this book will help those who lead and manage physician practices to understand the principles behind effective practice management and increase their own proficiency.
As the external environment has changed over the last few years so has the internal environment in which the physician has to practice. Physicians coming from their residency programs face issues resulting from changes in the way practices do business.
Newer physicians entering an existing practice also need to understand the culture of that practice and be aware of governance and equity issues. Physicians and their practice managers must work collaboratively to maximize the success of the practice.
Each chapter contains illustrations of important concepts or management techniques as well as tools and templates that can be used in practice.
The book is organized in logical divisions based on the eight domains of the ACMPE body of knowledge, as follows: The reader will learn how to combine the knowledge obtained in the section on understanding practice costs with knowledge of legal and contract terminology in order to negotiate contracts with third-party payers and minimize risk to the practice Chapter Seven.
Chapters Eight and Nine address federal and state regulations and corporate compliance and will help the reader interpret those complex laws and regulations and know when to seek the advice of legal counsel. Finally, Chapter Ten, on risk management, will help the reader understand the risk of medical malpractice suits and how to reduce that risk.
Chapters Seventeen, Eighteen, and Nineteen offer information on how to add a new service or program to the practice, develop an effective marketing plan, and integrate a program in clinical research into the practice. Chapters Twenty and Twenty-One present information that will help the reader develop skills in dealing with relationships between medical practices and community hospitals and in working with physicians in academic settings.
The reader will also learn to write requests for proposals RFPsunderstand the various laws and regulations affecting security and transmission of information, and gain awareness of technologies that can add to practice efficiency and quality Chapter Twenty-Two.
Chapter Twenty-Three includes information on performance improvement, teamwork, and monitoring outcomes that is critical to practice management because medical practices are obligated to provide data on clinical results and practice quality to regulatory agencies.
The reader will come to understand the necessity of developing databases to gather information that will aid in quality control without providing detrimental information in the event of litigation. Finally, Chapter Twenty-Four discusses the realities that medical practices are facing in the twenty-first century.
Many examples are included as illustrations. Essentials of Physician Practice Management Practice Aids To assist our readers in gaining the most value they can from this book, we are also providing supplemental materials on the World Wide Web.
We have tried to address the needs of physicians and their practice managers in practices of varying sizes small to large and types for-profit and nonprofit group practices and faculty practice plans. Our goal is to give the readers of this book practical knowledge about and insight into the operation of medical practices.
It is our belief that the challenges faced by practices today cannot be solved by either the physician or the practice manager alone. Keagy and Marci S. Describe the process of budgeting. Prepare a budget for a physician practice. As more fully discussed in Chapter Sixteen, this should be a joint activity between practice management and the physician-owners.
The budget also serves as a vehicle to communicate financial targets to physician-owners and other stakeholders in the practice.
To the wise practice manager the budget is not just a financial plan. It is also a mechanism for monitoring and managing the activity of the practice on a periodic basis. Some practices compare actual results to the budget on a monthly basis.
Others do it more or less frequently. Determine where resources should be allocated. Assess the productivity of the practice.
Foster accountability in department managers. Analyze the areas in which variances in volume have occurred.Dec 01, · This study was a prospective blind comparison to a reference standard. Pharmacy residency projects conducted at the study institution between and were included.
A step-wise, systematic procedure containing up to 8 search strategies in PubMed and EMBASE for each project was created using the names of authors and abstract keywords.
factors to determine standardised human resource metrics for strategic business management: a case of selected organisations from the hospitality industry in cape town by lloyd kapondoro thesis submitted. He would know, as a regional member, that the average annual household wage and salary index study shows us that in regional and rural areas we are talking on average about household incomes of $54,—that is, on average the constituents in his electorate fit into .
View Bank perf from FIN at CSU-Global Campus. CASE STUDY Devising A Balanced Scorecard to determine a Standard Chartered Bank's Performance: A Case Study Sunita Panicker* and Vinita. Nov 01, · Standard setting, score equating and fair decision rules justify consequential validity of CAP scores interpretation and use.
Conclusions This study provides evidence demonstrating that the CAP is a meaningful and valid component in the assessment program. Devising A Balanced Scorecard to determine a Standard Chartered Bank's Performance: A Case Study Performance management plays a pivotal task in evaluating the strategic performance of commercial banks.
This paper makes a study about how to use the Balanced Scorecard (BSC) as a tool, which is applied to commercial banks .