Why and how to

manage clinical
practice
?
 CHANGE FROM GP TO FAMILY PHYCISIAN

 IS NOT AN EASY ONE

 TAKES GREAT ENERGY &
EFFORT
 RESEARCH DEVELOPMENT &
MARKETING

CHANGE
INDIVIDUA
L FAMILY

PRESENT LIFESTYLE
NEW VENTURE FORMATION
 It’s very important to know that,
a family doctor effectiveness depends
not only on clinical skills, but also on
managerial ability or managing ( to run
their business) …… to be a manager

poor practice management can lead to

poor patient care, public dissatisfaction,
and demoralization on the doctor and her/
his staff

Every family doctor must be involved in the process

of assessing needs and demands for care,
establishing priorities and allocating resources
MANAGING IS :
 To get work done through the efforts of
others
 Producing an output (technical care
and patient satisfaction) from input
(manpower, money, materials, methode
and market) and processes
(operational work, developmental work
and organizational work - POAC)
 BASIC FUNCTION, SKILLS SET AND
ROLES OF MANAGER

BASIC FUNCTION : ROLES OF MANAGER:

 Planning  Leadership roles

 Organising  Informational roles
 Leading  Decisional roles
 Controlling The doctor is
often the
manager of
the practice

SKILL SETS OF THE MANAGER :

 Conceptual skills
 Human skills
 Technical skills
PERSONAL EFFECTIVENESS

Is ability to expert a
positive influence on
the tasks of
management.

Make yourself
look good

Managing paper

Managing meeting
 Concept &
historical Decision
development INTRAPRENEURSHIP process

ENTREPRENEURSHIP

Ethic & racial Basic start-up

responsibility types

The role in economic

development
 INTRAPRENEURSHIP

Is entrepreneurship within an existing

business structure and also bridge the
gap between science and marketplace

 Creativity
 Innovative
 Spirit
CONCEPT & HISTORICAL DEVELOPMENT

Earliest period : marco polo established trade

routes to the far east. Lots of risks with
money person
Middle ages : didn’t take risks and managed
projects with resources provided

17th – 20 th century :
 moved from gov’t contractual arrangements to
individualized work
 was distinguish from the capital provider
 organized and operated for personal gain
the middle of 20th century : entrepreneur as an
innovator ( an individual developing
something unique/ invention)
DEFINITION OF ENTREPRENEUR TODAY

Is the process of:

 creating something new with
value by devoting the necessary
time and effort
 assuming the accompanying
financial, psychic and social risks.
 receiving the resulting rewards of
monetary and personal
satisfaction and independence.
ENTREPRENEURIAL DECISION PROCESS

Is deciding to become an entrepreneur by leaving

present activity or movement from a present lifestyle to
forming an enterprise.

Change from FORM NEW ENTERPRISE

present  Desirable (aspects of situation
lifestyle that make it desirable to start a
Work
new company: culture,
environtment
Disruptions subcultural, family, teachers,
peers)
 Possible (factors making it
possible to create a new venture :
government background
marketing, financing and role
models)
 ETHIC & SOCIAL RESPONSIBILITY

• Must take risks • Ethical exigencies

• Expending greater energy Balance • Economic
• In order to innovate expediency
• Faced with daily stressful • Social responsibility
situation & difficulties

• Usually develop in internal ethical code

• Tend to depend on their own personal value
system when determining ethically action
• Sensitive to peer pressure and general social
norm in the community
• Sensitive to pressure from their competitors.
 BUSINESS ETHICS

the study of behavior 1. pedagogically oriented

and morals in a inquiry including theory
business situation & empirical studies

2. theory – building without

empirical testing

• related with the 3. empirical research,

concept of culture measuring the attitudes
• individual morality & ethical beliefs of
and behavioral student & academic
habits are related faculty
and identified as an
essential quality of 4. empirical research within
existence bussiness environtments
 THE FUTURE OF ENTREPRENEUSHIP

Entrepreneurship
education throughout
the world is also Different things to
growing S different people and
u different conceptual
An increase in academic p perspective but are
research p same aspect : risk
Government are taking o taking, creativity,
an increased interest in r independence and
promoting the growth of t reward
entrepreneurship

Society’s support is
critical in providing
motivation and public
support and will
continue
 SKILLS SETS OF THE MANAGER
CONCEPTUAL SKILLS :
are skills of perceiving how the parts of the
organization link together in structure and process.

HUMAN SKILLS :
these are skills involved in working with people, often
as a member of a group. the ability to consider the
interests of subordinates and co-workers, to motivate
them to contribute their best and involve them in
decision making are important to get work done
through the efforts of others.

TECHNICAL SKILLS :
these are skills in managing things rather than people
and are often learned through on the job training
programmes.
 How ?

System
approach
 MANAGING INPUT
MANPOWER
MARKET
MONEY

METHODE

SOP G.P/ F.P

MATERIALS

INPUT OF CLINICAL PRACTICE

 PEOPLES/ HUMAN RESOURCES
WORKING TOGETHER TO
ACHIEVE THE GOAL

PLANNING, ORGANIZING, ACTUATING, CONTROLLING, EVALUATING

ENTRY EXIT

Recruitment & Motivation Reward and

selection punishment
People
Job discription handling: Staff
conflict, development
Job qualification absenteeism Separation
Training and Leadership
education Promotion
Followership
PLACEMENT
 BUILDING SELECTION

Relative cost : buy/

rent or build ?
Proximity to
Immediate medical facilities,
environment colleagues

Transportation &
Possibilities for Building parking
remodelling or services
expansion
 MANAGING INFORMATION SYSTEM -
MEDICAL COMPUTER SYSTEMS

HARDWARE : SOFTWARE :
 computers  Patient register
 printers  Medical record
 terminals  Appointment
 Accounting
 Billing system , etc

Brainware : human resources, legal aspect

FINANCIAL MANAGEMENT IS :
 Keeping proper records of income,
expenditure/expenses and profit
 Preparing financial statements at the end of
accounting period : income (profit and loss)
statement and balance sheet
 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 (capital, operational) ….>
budgeting
 Taxes
 MONEY

 Patients/
clients
 Insurance
 Corporates
 Salary
 Operational
 Unit cost  Maintenance
& price  Invest
 Rules  “ Marketing”
REVENUE  Expansion

EXPENDS
BALANCED
 MANAGING PROCESS

PLANNING:
90
80
INPUT,
EVALUATION
70
60
East

PROSES,
50
40 West
30 North
20
10
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
OUTPUT

CONTROLLING

ACTUATING ORGANIZING
MANAGING OUTPUT/ QUALITY OF
HEATH SERVICES

QUALITY
OF CARE

PROFESIONAL

Standards/ Patients/ clients

protocols satisfaction