Practice Management Training Research Articles

The business of dental practice

Globalization including General Agreement on Trade in Services (GATS) and Asia Fair Trade Agreement (AFTA) are a new free trade system. In globalization era, there will be an intense and free competition in looking for jobs throughout the world. This new system will affect the health services system in which health services tend to follow an industrial model. Meaning that dentistry or dental health services tend to be part of a business system, and this system has caused controversy among the community and the profession itself. The results of the discussion revealed that professional and business of dentistry is compatible and complementary. The tendency of increasing number of legal form of practice (group and a professional corporation) and the worldwide advertisement of these practices supported the premise that delivering dental practice tends to follow the industrial model. Dentists should not only more focus on achieving financial success in running the business of practice but profession should have the most concern for the people who seek their services. Delivering quality of dental care depends on the high skill of the dentist and on the satisfactory income for the survival of the practice in the long run, and this make the practice will be viewed by the public and profession as being appropriate and of high quality. Facing the globalization, besides possessing high clinical skill, dentists must have a firm understanding of management concepts and apply them in their practice. In conclusion: The profession and the business of dentistry are compatible and complementary. The delivery of the dental services tends to follow the industrial model, which is a current reality. Dentist should concern more on the delivering high quality of dental services, not only focus on the business of the practice, although the satisfactory income is important for the survival growth of the practice in the long run. It is suggested for dentists to follow as much business training or dental practice management training as the dentist can. It is also suggested to give the undergraduate students the basic concepts of dental practice management by putting this in the curriculum.

National Appraisal of Dermatology Residency Training

To provide the first comprehensive assessment of dermatology residency training in Canada based on the residents' perspective; to examine and elucidate trends in current residents' envisioned career paths and aspirations. A national survey conducted in June 2004. All Canadian dermatology residents. Cross-sectional analysis of (1) satisfaction with and importance placed by the trainees on the various curriculum components as measured by a 5-point Likert-type scale and (2) current residents' career and practice plans. One hundred percent of dermatology residents across the country (n = 48) responded to the survey. The greatest discrepancies between ranked importance and corresponding satisfaction were observed for the teaching from faculty (both didactic and clinic based) and for the practice management exposure and training. Residents were most satisfied with dermatopathology education (score, 4.4 of 5.0) and least satisfied with cosmetic dermatology (2.7 of 5.0) and dermoscopy training (2.8 of 5.0). Men indicated more interest than women in academics (71% [n = 12] vs 45% [n = 14]), research (41% [n = 7] vs 16% [n = 5]), and teaching (71% [n = 12] vs 42% [n = 13]), while female residents were more inclined toward pediatric dermatology (42% [n = 13] vs 29% [n = 5]) and cosmetic dermatology (48% [n = 15] vs 29% [n = 5]). An overall trend of decreased interest in academic and hospital-based practice was noted with progression through residency training. This study provides a current picture of dermatology postgraduate education in Canada from the residents' perspective. Above all, dermatology residents desire more teaching (clinic, didactic, and practice management) and mentorship from their faculty. Recruitment and retention of women in academic dermatology may benefit from early intervention during residency. The data are intended to assist dermatology programs with development, evaluation, and improvement of their curricula and can serve as a reference point to gauge future trends.

Response of a veterinary college to career development needs identified in the KPMG LLP study and the executive summary of the Brakke study: a combined MBA/DVM program, business certificate program, and curricular modifications

In the present market, veterinarians with a strong background in career development, practice management, and business skills have a clear advantage in achieving financial success. Although there is ample evidence that the scientific and clinical skills of veterinary college graduates are high, there are also data that suggest that additional capabilities in the business realm may promote greater economic success. As noted in the KPMG executive summary, the field of veterinary medicine must make changes in its "current business practices and attitudes" to be successful in the future. Furthermore, the KPMG study found that 36% of industry employers reported that some jobs within their companies had specific job requirements that were not met by a veterinarian with only a veterinary medical degree. The areas of additional training most often cited included business, administration, personnel management, sales and marketing, and financial skills. Yet, Lewis and Klausner found that veterinarians reported challenges in the business realm, such as "how business works and how business goals are translated into action. This challenge held true for veterinarians in industry, academia, government, and private practice." The present gender trends in the field of veterinary medicine provide additional impetus to make career development and business skills training more prevalent. Presently, women comprise >65% of the veterinary student population and approximately 45% of all practicing veterinarians. In some areas of practice, the rate is much higher. For example, in 2002, women comprised 48.2% of all small animal exclusive private practitioners. Unfortunately, the KPMG study found that female veterinarians in private practice report lower self-evaluation of business management and financial skills, compared with their male cohorts. Female veterinarians in nonprivate practice report lower self-evaluation in communication, personnel management, business management, and marketing skills than that reported by males. As a result of these pressing needs, CSU CVMBS has undertaken a major initiative to improve the veterinary practice management and business skills training of veterinary students by offering a variety of options to gain this knowledge: a combined MBA/DVM degree program, a Business Certificate Program for Health Professions, and core curriculum courses. In this way, students can select the amount of focus they want to place on career development and business skills as they earn their DVM degree, to best ensure that they become successful veterinarians.

Training Trends in Indian Industry

This survey focuses on current management training practices, the services that are valued from a training vendor and the growth of e-learning market in corporate India. The emerging trends suggest definite shifts in customer priorities and greater consciousness towards evaluating the impact of learning and return on investments. Technology barriers are slowly diminishing thereby increasing the demand for on-line services to provide cost-effective training. To secure a sizable market share, training providers would need to develop solutions that are competitive on three fronts. Firstly, content that is need specific as against “canned”, off-the shelf products; on-line training in addition to the interactive training approach and thirdly, value-adding Services that goes beyond delivering a training program, to developing an integrated approach that incorporates needs assessment, curriculum development, training evaluation, performance support and performance tracking.

The role of feedback in management training settings

This study investigated the role of feedback in nine formal management training settings in a British government agency. This survey-based study suggests that participants sought information about their performance frequently and from a variety of sources and also indicates that feedback seeking is an important aspect in the process of management training. Implications of the findings for further research and the practice of management training are discussed. &copy 2000 Jossey-Bass, A Publishing Unit of John Wiley & Sons, Inc.

Training

In PracticeVolume 18, Issue 5 p. 248-248 Practice Management Training First published: 01 May 1996 https://doi.org/10.1136/inpract.18.5.248AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article. Volume18, Issue5May 1996Pages 248-248 RelatedInformation

A comparison of the sales management training practices of smaller and larger organizations

Recognizing the importance of the sales manager to the success of the organization, researchers are beginning to focus attention on the sales manager. Presents the results of an exploratory study designed to isolate differences in the training of sales managers in smaller and larger organizations. Specifically addresses training approaches, leaders, methods, environments, and content. Provides a discussion of the findings with managerial implications and future research direction.

Congruence between theory and practice in management training needs analysis

Interviews were conducted with the human resource directors of ninety–nine randomly selected medium–large enterprises in New Zealand, to explore the gap between the principal framework of training needs analysis found in the academic literature and the methods actually used by organizations to make management training decisions. Content analyses revealed a lack of congruence between techniques recommended by training theorists and procedures used by organizations to identify their training needs. Most organizations adopted informal, relatively ad hoc approaches to making training decisions. Exploration of the methods used to make training decisions sugested that it would be beneficial to expand the training heeds analysis framework to take into account previously ignored aspects of the decision–making process. Implications for the development and application of prescriptive formulations of training needs analysis are highlighted.

Practice Management Training for Pediatric Residents

In 1986, a practice management training program was developed for pediatric house staff. In conjunction with this program, pediatric residents for the following 2 years completed questionnaires regarding their career goals, interests, and perceived competence in practice management. Postgraduate level-3 residents who completed the program felt more competent than postgraduate level-1 residents in all areas of practice management and were more likely to take an active role in managing their practice. There was a significant difference between postgraduate level-1 and level-3 residents who completed the program in several areas: feelings of overall competence in office management, choosing a practice location, office staff, appointment system, billing system, office computer, fee schedules, telephone management, and setting up an office laboratory. Exposure to a practice management program during residency training may better prepare future pediatricians for a successful practice.

Current Conflict Management Training: An Examination of Practices in Ten Large American Organizations

The purpose of this research was to describe current conflict manage ment training practices in 10 large American organizations. Rep resenting both the private and public sectors, selected organizations were chosen because of their state commitment to training and de velopment, varying sizes of employee populations, and diversity of organizational activities. Specifically, conflict management training practices are described for these organizations in the categories of annual number of program participants, position levels of par ticipants, cost per participant, participant selection criteria, length of program, status of course offering, curriculum generation and delivery, and number of years for program existence. Additionally, content categories were developed from a review of conflict and organizational conflict literature. The 10 training programs are described by subject areas grouped into content categories of (1) concepts and causes of conflict, (2) analytical processes for understanding conflict, and (3) conflict management strategies and tactics. Results and implications for further research are discussed.

The practice of management training in large scale retailing

AbstractActual practice in management training does not match up to what retailing executives agree is theoretically good for the firm.

Description and evaluation of dentist-dental assistant team training in efficient dental practice management

As part of the program of the Division of Indian Health to improve the oral health status of American Indians and Alaska natives, dental teams are trained for one week. The statistical evaluation of this team training program shows that the program has been highly successful.