Introduction to advanced dental practice management.
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This is the second in a series of articles exploring some of the issues facing dentists coming to terms with working in the 'brave new world'. It examines the complex issues of understanding how pricing works, determining the price of a product or service, communicating this to customers, and understanding how people perceive prices and price changes.
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This paper describes the structure of a dental practice management game. The game covers a wide spectrum of management decisions in setting up and in running a dental practice. The decisions considered include practice location, the form of practice, staffing mix, salaries, and the purchasing or leasing of equipment. The game also covers major daily, monthly, and yearly decisions including forecasting patient load, economic analysis, and scheduling of patients, workers, and operatories. The paper also discusses the cost and time required to run the game. Many sample printouts are included.
Computerized simulations have been used for many years for teaching principles of management in business schools. This paper describes the development of a computerized business simulation for use in dental school practice management courses. The simulation is in a competitive game format. It requires students to formulate strategies and to implement management decisions that reinforce and fulfill that strategy. Participants use the outcomes of these decisions to formulate new management decisions for the upcoming period. Student response to participation in the simulation has been positive, with students indicating that participation is valuable for developing better understanding of analytical business management techniques and interpersonal techniques such as group process and leadership skills.
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More and more, dentists are using computers to manage their practices. This review discusses current trends in computer use, operating systems, and software among dentists. It also discusses how computers make a dental practice more efficient.
A new generation of computer programs for dental patient management eliminates total dependence on the vendor for programming support. The software design enables information collected with the dental system to be transferred to popular off-the-shelf programs designed for business. A simplified example is used to illustrate for practitioners the advantages of this type of data structure management. Programs designed on this basis offer optimum performance and expandibility for both present and future needs.
A new generation of computer programs for dental patient management eliminates total dependence on the vendor for programming support. The software design enables information collected with the dental system to be transferred to popular off-the-shelf programs designed for business. A simplified example is used to illustrate the practitioners the advantages of this type of data structure management. Programs designed on this basis offer optimum performance and expandability for both present and future needs.
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Although computers are currently used in many dental offices, they are often simply PCs used for word processing or billing. There are some clinical dental computer systems in use, but, in the past, software limitations kept these systems from being integrated into practice management solutions. Dental computer systems in the future will combine clinical and practice management information, as well as marketing information, for optimal patient care with practice growth as a benefit.
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A representative sample of 122 Washington State general dental practices received continuing education in the efficient utilization of auxiliaries. Dentist and staff attended a two-day workshop where goals for change in delegation to auxiliaries, scheduling, and communication were developed. The continuing dental education was individualized, required the practice to set explicit goals for change, involved both the dentist and staff in the decision-making process, and included in-office follow-up and consulting. Evaluation of the course's effects demonstrated that such a course in practice management can have a positive effect on delegation to auxiliaries, practice output, and dentist income. Degree of participation varied considerably across the 113 practices that completed the continuing education. The positive results of the training were dependent upon the practice implementing the goals for organizational change that it had set. The effects of the continuing education take time to become apparent and are sequential with changes in delegation to auxiliaries occurring first and increases in volume of services and income occurring later.
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