You are on page 1of 39

MANAGING THE FAMILY

MEDICINE PRACTICE
dr. Merry Tiyas A.
THE FIVE STAR DOCTOR
CARE PROVIDER
DECISION MAKER
COMMUNICATOR
COMMUNITY LEADER
MANAGER OF HEALTH CARE
MANAGING THE FAMILY MEDICINE
PRACTICE
Managing People and Resources
Managing Facilities and Utilities
Managing Information
Managing Finance and Managed Care
Managing Quality
MANAGING PEOPLE AND
RESOURCES
BEING A MANAGER
The doctor is often the manager of the
practice
Managing is to get work done through the
efforts of others.
Managing producing an output from input
and processes.

Input 3M : manpower, money and
materials.
Process operational work,
developmental work, and
organizational work.
Output technical care and patient
satisfaction
BASIC FUNCTION OF A MANAGER
Planning
Process of setting objectives and
formulating the steps which will be
necessary to attain these objectives.
Long term strategic planning
Short term operational planning
Organizing
Process of getting activities, people,
materials structured to meet organizational
objectives. It includes :
setting of job description
Authority to act
departmentalization

Leading
process of influencing staff to meet
predetermined objectives.
The skills to be an effective leader:
communication and feedback skills
motivation of staff
use appropriate leadership style.
Control
Process of ensuring that things happen according
to plan and taking corrective actions where
necessary.
3 steps :
setting standards
comparing performance against standards
correcting deviations.

SKILL SET OF THE MANAGER
Conceptual skills skills of perceiving how
the part of the organization link together in
structure and processes.
Human skills skills involved in working
with people.
Technical skills skills in managing things
rather than people and are often learned
through on the job training programs.
MANAGING PEOPLE
From entry to exit of staff, there are many aspects in managing
people :
Recruitment
Selection
Induction training
Motivation
People handling
Structure
Leadership
Personal effectiveness
Change management
Staff development delegation, appraisal, courses
Separation
promotion

STRATEGIC MANAGEMENT
Basic of strategic planning five steps:
Identification of current objectives and strategy
Analysis of the external environment
Analysis ot the organizations strengths and
weakness
Strategic decision making to decide on services to
introduce, services to scale down
Strategic implementation at functional levels.
SWOT Analysis
Strengths, weaknesses, opportunities and
threats.
Opportunities and threats exist in the external
environment.
Opportunities are prospect to fill existing or new
service needs.
Threats come from competitors, policies and
economic outlook,and changes in public.
Strengths, weaknesses are state of the
organization to sustain itself.


MANAGING FACILITIES AND
UTILITIES

SUPPLIES AND STORES
MANAGEMENT PRINCIPLES
Deals with ordering; receipt; maintenance;
and issue when required.
The supplies can range from drugs and
pharmaceuticals to syringes and needles as
well as general use items like stationery.
Stocks of pharmaceuticals and medical
require close monitoring to ensure they do
not deteriorate or reach expiry dates.




MAINTENANCE AND STORAGE
Some rules are needed in the issue of drugs
and pharmaceuticals:
Proper accounting of items issued
Restriction of number of people having acces to
stores
Regular inventory taking and action taken to
explain discrepancies.
DRUGS.
The operations management principles are:
Use principle of first in, first out (FIFO) its
important to avoid running of date.
Circulate information on maintaining shelf life
through proper storage.
Do spot checks and regular inventory taking
reduce wastage from date expiry, poor storage
and pilferage.

VACCINES.
The operations management principles are :
Maintain the cold chain. Transport to outlying
places must be carefully planned.
Keep every one knowledgeable of the cold
chain, down the driver.
Review the cold chain regularly to ensure that
the cold chain works.


MANAGING DISCREPANCIES
Discrepancies the differences between
recorded and actual quantity of money or
inventory.
Reasons :
Human error
Machine counting error
Incomplete recording
Pilferage
Fraud

Action to be taken for all discrepancies
Take immediate action
Parties involved to explain what they know of the
matter
Conduct the necessary investigation
Take uniform decision as has been laid down
as standard operating instructions.
MANAGING INFORMATION
MEDICAL RECORDS
Documentation of clinical details.
Properly kept and used, allow us to see the problem
solving process form which we can deliver better
care.
An effective record keeping system contributes to
the standard of care.
Attention paid to how medical records are organized,
filed and maintained is integral to effective practice.

System of filling records :
Numeric
Alphabetical
Address or company
Color coding


MANAGING FINANCE AND
MANAGED CARE
FINANCIAL MANAGEMENT
Keeping proper records of income, expenditure and
profit.
Preparing financial statements at the end of accounting
period.
Analyzing financial statements and taking the
necessary actions.
Implementing inventory and stock control processes.
Acting on discrepancies.
Ensuring that financial records are audited.
Developing financial plans.

Income :
Consultation
Sale of medicine
Fee for service
House calls
Investment from surplus revenue
Expenses :
Staff cost as salary, bonus etc.
Occupancy cost such as rents, repair, telephone, utilities.
Profit : difference between income and expenses.
Financial Audit
The purpose of financial audits is to ensure
accountability in the use of financial and
material resources.
External audit
Internal audit
MANAGED CARE
Refers to a variety of techniques for
influencing the clinical behavior of health
care provider and/or patients, often by
integrating the payment and delivery of
health care.
Aim : to place administrative control over
cost, quality, or access to health care
services in a specific population covered
enrollees.
Managed Care Systems
The prototype managed care system is the
Health Maintenance Organization (HMO).
Capitation system of payment is key feature.
Capitation involves paying physicians a fixed,
prospective amount for each patient
regardless of the cost of caring for the
patient.
Capitation is one example of managed care
practices that seek to control costs of health
care.
Some managed care practices seek to
impact the quality of care.

Managed care is structured around a variety
of incentives to encourage the practice of
cost-effective medicine, and to minimize
variation in clinical practice pattern.
In its ideal state, money is saved through
several mechanisms:
Standardization of fees
Reduced variations of care
Cheaper alternatives without undue sacrifice of
quality or convenience
Exclusion of non effective treatment
Reduction of unnecessary tests and treatments

MANAGING QUALITY
QUALITY AND QUALITY ASSURANCE
QUALITY : care that meets or exceeds expectations.
Two aspects :
technical
patient satisfaction.
Evaluated by structure, process and outcome
indicators.
Based on the result of these indicators implement
improvement programs to close the quality gaps.
QUALITY ASSURANCE is an attempt to
protect and enhance quality.
Concerned with patient care that is high in
professional quality, and satisfying to the
patient.
Quality holds the promise of being able to :
Deliver the most appropriate and up to date
medical care.
Reduce the chance of unsuitable treatment and
care, and an appropriate variation in care
between doctors.
Encourage accountability between providers,
consumers and founders of health care.
Save unnecessary costs by reducing waste,
duplication and increasing efficiency.
TUGAS INDIVIDU
Membuat resume Asuransi
Kesehatan
Tugas ditulis tangan
Dikumpulkan hari ini paling
lambat jam 16.00 WIB.