Chapter 45

1. Chapter 45 The Medical Assistantas Office Manager

2. The Medical Assistantas a Manager • Duties are vast and varied • Depend on the policies of the medical practice

3. Qualities of a Manager • Leader versus manager • People skills • Truthfulness • Fair-mindedness

4. Effective Communication Skills • Organizational skills • Objectivity • Problem-solving skills • Technical expertise

5. Effective Communication Skills • Office manager attitude • HIPAA • Professionalism

6. Management Styles • Authoritarian style • Participatory style • Management by walking around

7. 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. The Importance of Teamwork • The improved efficiency of the office • Builds morale • Results in team member ownership • “Work smarter”

9. 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. 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. The Importance of Teamwork • Getting the team started • Pitfalls • Establish timetable for achieving results • Identify standards and timetable

12. The Importance of Teamwork • Getting the team started • Using a team to solve a problem • Brainstorming • Prioritization of solutions • Benchmark your facility

13. 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. Staff Meetings • Office manager initiates staff meeting and officiates

15. Staff Meetings • Use of basic parliamentary procedure • Announce well in advance • Provide an agenda • End with nonagenda items

16. Staff Meetings • Ending time • Rate meeting’s value • Minutes of the meeting

17. 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. Supervising Personnel • Assimilating new personnel • Goal of assimilation • Office manager and human resource personnel work together

19. 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. Supervising Personnel • Probation and evaluation • Probation period usually 60–90 days • Evaluation process

21. 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. Supervising Student Practicums • Best practices: • Pretesting • Shadowing office manager • Supervise and evaluate extern progress • Explain each step and provide rationales • Demonstrate techniques

23. 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. Evaluating Employeesand Planning Salary Review • Performance evaluation • Not less than once per year • Formal or informal • One or more people • Self-evaluation

25. Evaluating Employeesand Planning Salary Review • Performance evaluation • Employee uses same form • Climate of evaluation • Handling negative performance • Closing

26. Evaluating Employeesand 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. 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. Dismissing Employees • Voluntary dismissal • Relocation • Seeking advancement • Personal reasons • Give proper notice

29. 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. Dismissing Employees • Exit interview • Letter of reference • Letter of resignation • Statement in personnel file • Notify provider of dismissal as soon as possible

31. Procedure Manual • Provides detailed information relative to performance of tasks • Designed for a particular office • Serves as employee guide

32. Procedure Manual • Can be useful in evaluating employee performance • Accessible to all managers

33. Procedure Manual • Organization of the procedure manual • Loose-leaf binder • Divisions • Consistent format • Step-by-step procedures

34. Updating and Reviewing the Procedure Manual • Add new procedures • Annual page-by-page review • HIPAA implications • Date revisions

35. Travel Arrangements • Office manager may make travel arrangements for provider for conventions/seminars • Carefully complete registration form • Make hotel arrangements

36. 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. 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. Time Management • Disciplined to work well independently as well as with others • Pinpoint specific goals • “To Do” list

39. Time Management • Handle each paper only once • Bring closure to telephone calls • DO NOT procrastinate

40. Marketing Functions • Seminars • Brochures • Newsletters • Press releases • Special events

41. Records and Financial Management • Electronic health records • TPMS

42. 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. 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. Facility and Equipment Management • Building repairs and decorating • Administrative and clinical inventory of supplies and equipment • Inventory methods

45. Facility and Equipment Management • Cost containment considerations • Unpacking an order procedure • Warranty processing • Calibration information

46. Liability Coverage and Bonding • Negligence • Liability • Malpractice • “Going bare”

47. Liability Coverage and Bonding • Professional liability insurance • Bonding • Legal Issues