1. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Chapter 45 The Medical Assistant as Office Manager

2. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. The Medical Assistant as a Manager Duties are vast and varied Depend on the policies of the medical practice

3. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Qualities of a Manager Leader versus manager People skills Truthfulness Fair-mindedness

4. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Effective Communication Skills Organizational skills Objectivity Problem-solving skills Technical expertise

5. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Effective Communication Skills Office manager attitude HIPAA Professionalism

6. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Management Styles Authoritarian style Participatory style Management by walking around

7. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Risk Management Identify probable risks and take control measures –Loss of a critical employee –Failure of a supplier or contractor –Accidental disclosure of confidential information –Computer failure –Injury to a staff member or non-employee –Managerial position change

8. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. The Importance of Teamwork The improved efficiency of the office Builds morale Results in team member ownership “Work smarter”

9. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. The Importance of Teamwork Getting the team started –Results of clear vision, specific goals, and well-planned strategy of team leader –Team members must understand and support specifics

10. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. The Importance of Teamwork Getting the team started –Team should create own work statement Ownership Outlines specific tasks and sequential order Ensures everyone works toward team goals and objectives

11. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. The Importance of Teamwork Getting the team started –Pitfalls –Establish timetable for achieving results –Identify standards and timetable

12. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. The Importance of Teamwork Getting the team started –Using a team to solve a problem Brainstorming Prioritization of solutions Benchmark your facility

13. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. The Importance of Teamwork Getting the team started –Planning and implementing a solution Make assignments Define resources of equipment and funds available Assign problems to subteams Continue to meet as subteams and discuss progress –Recognition develops team spirit

14. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Staff Meetings Office manager initiates staff meeting and officiates

15. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Staff Meetings Use of basic parliamentary procedure Announce well in advance Provide an agenda End with nonagenda items

16. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Staff Meetings Ending time Rate meeting’s value Minutes of the meeting

17. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Supervising Personnel Conflict resolution –Solving problems between any two parties –Often caused by poor communication or misunderstandings –List of guidelines Harassment in the workplace

18. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Supervising Personnel Assimilating new personnel –Goal of assimilation –Office manager and human resource personnel work together

19. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Supervising Personnel New personnel orientation –Orienting and training new employees to protocols unique to the practice –Procedure manual may be used as a guide for new employees –Assign a mentor to respond to questions encountered by new employee

20. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Supervising Personnel Probation and evaluation –Probation period usually 60–90 days –Evaluation process

21. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Supervising Student Practicums Practicum: –An opportunity for student to apply theory learned in classroom to practical, hands-on experience Best practices: –Schedule information interview with extern before practicum starts –Discuss expectations –Tour of facility

22. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Supervising Student Practicums Best practices: –Pretesting –Shadowing office manager –Supervise and evaluate extern progress –Explain each step and provide rationales –Demonstrate techniques

23. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Supervising Personnel Employees with chemical dependencies or emotional problems –Should be treated as ill –Approach constructively –Must not endanger himself/herself or anyone else

24. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Evaluating Employees and Planning Salary Review Performance evaluation –Not less than once per year –Formal or informal –One or more people –Self-evaluation

25. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Evaluating Employees and Planning Salary Review Performance evaluation –Employee uses same form –Climate of evaluation –Handling negative performance –Closing

26. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Evaluating Employees and Planning Salary Review Salary review –Separate from performance evaluation –May have to be raised by employee –Collect data prior to review by networking –Factors determining salary increases Shortage of health care workers Salary should match education

27. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Dismissing Employees Involuntary dismissal –Because of poor performance –Because of serious violation of office policies or job descriptions –Should be brought up in review first –Verbal and written warnings

28. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Dismissing Employees Voluntary dismissal –Relocation –Seeking advancement –Personal reasons –Give proper notice

29. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Dismissing Employees Exit interview –Discuss position and negative aspects of job –What changes might be made for new person coming into facility –Sample exit interview form

30. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Dismissing Employees Exit interview –Letter of reference –Letter of resignation –Statement in personnel file –Notify provider of dismissal as soon as possible

31. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Procedure Manual Provides detailed information relative to performance of tasks Designed for a particular office Serves as employee guide

32. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Procedure Manual Can be useful in evaluating employee performance Accessible to all managers

33. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Procedure Manual Organization of the procedure manual –Loose-leaf binder –Divisions –Consistent format –Step-by-step procedures

34. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Updating and Reviewing the Procedure Manual Add new procedures Annual page-by-page review HIPAA implications Date revisions

35. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Travel Arrangements Office manager may make travel arrangements for provider for conventions/seminars Carefully complete registration form Make hotel arrangements

36. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Travel Arrangements General information regarding provider’s preferences kept on record Contact travel agent to coordinate travel arrangements Acquire confirmation numbers for hotel and car rental

37. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Travel Arrangements May use Internet to search for lowest fares and reservations Itinerary –A detailed plan for proposed trip –Include all-important information, i.e., air travel, car rental, hotel/motel meeting location

38. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Time Management Disciplined to work well independently as well as with others Pinpoint specific goals “To Do” list

39. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Time Management Handle each paper only once Bring closure to telephone calls DO NOT procrastinate

40. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Marketing Functions Seminars Brochures Newsletters Press releases Special events

41. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Records and Financial Management Electronic health records –TPMS

42. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Records and Financial Management Payroll processing –Various forms W-4 Withholding exemption certificate W-2 Wage and tax statement –Preparing payroll checks –Figuring employee taxes –Managing benefits and other responsibilities

43. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Facility and Equipment Management Safety factors Ancillary services –Ancillary services must not have access to confidential material Magazine subscriptions and health-related literature for reception area

44. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Facility and Equipment Management Building repairs and decorating Administrative and clinical inventory of supplies and equipment –Inventory methods

45. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Facility and Equipment Management Cost containment considerations Unpacking an order procedure Warranty processing Calibration information

46. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Liability Coverage and Bonding Negligence Liability Malpractice “Going bare”

47. Copyright © 2010 Delmar, Cengage Learning. ALL RIGHTS RESERVED. Liability Coverage and Bonding Professional liability insurance Bonding Legal Issues