Clinical laboratory management / edited by Lynne S. Garcia.

Includes index.

Includes bibliographical references and index.

30. HUMAN RESOURCES AT THE LOCAL LEVEL: AN IMPORTANT COMPONENT OF FINANCIAL MANAGEMENT:- Constraints on magagerial function--The cardinal rules for optimizing performance--Classic situations that may interfere with optimal performance--Practical issues in utilization of personnel resources-- Key points--31. COSTS, BUDGETING AND FINANCIAL DECISION MAKING:- Cost accounting--Break-even analysis--Capital acquisition concepts--Budgeting--Variance analysis--Accounting basics and financial statements--Capital financing--Key points--32. FINANCIAL DECISION MAKING: THE ENDGAME OF THE PLANNING AND ANALYTICAL PROCESS:- The background for financial decision making (preanalytical phase)--The financial decision-making process itself(analytical phase)--Implementation of financial decision making (postanalytical phase)--Some specific issues in financial decision making--Key points--PART VI: GENERATION OF REVENUE:- 33.CORRECT CODING OF BILLABLE SERVICES IN THE CLINICAL LABORATORY:- Procedure coding: what test procedures have been performed--The CPT-4 system--Procedure coding alternatives--capitated services--diagnosis coding: why is the service being performed?--Revenue codes--Documentation of codes--Key points--34. APPROACHES TO BILLING LABORATORY SERVICES:- Interactions in the billing process--Terms of coverage--Logistics of the billing process--Key points--35. CHARGES AND FEES FOR LABORATORY SERVICES:- Calculating costs--keys to success in reimbursement--Key points--PART VII: REIMBURSEMENT PROCESSES:- 36. RULES AND REGULATIONS IN REIMBURSEMENT:- General criteria--Basic rules--Procedure code edits--Medical necessity--Special coverage conditions--Remittance advice review--Key points--37. REIMBURSEMENT COMPLIANCE:- Fraud and abuse--Authority for program integrity--Payor integrity-- Laboratory provider integrity--Coding and billing issues--Medical necessity issues--Record retention--Marketing practices--Fraud alerts and advisory opinions--Auditing and monitoring--Response to the possibility of fraud or abuse--Laboratory examples of fraud and abuse--Key points--38. DETERMINATION OF PROFITABILITY:- Inaccuracies in cost accounting--Laboratory profitability--Key indicators--Institutional profitability--Human profitability--Key points--PART VIII: OUTSIDE MARKETING AND EXPANSION:- 39. OUTREACH CONSIDERATIONS AND OVERALL COSTS:- Considering an outreach program--Commitment from all relevant parties--Implementing the outreach program--Outreach indicators--Growing the outreach program--Key points--40. OUTREACH IMPLEMENTATION REQUIREMENTS: A CASE STUDY:- Outreach plan approval process--Requirements for outreach implementation--Beaumont reference laboratory: 1993 to 2002--Joint venture hospital laboratory--Key points--41. FINANCE AND DECISION MAKING IN OUTREACH:- Introduction--Decision making in laboratory outreach management--types of costs--Levels of decision making in outreach operations--key points--42. OUTREACH: OBSTACLES TO HOSPITAL OUTREACH AND ENHANCING CUSTOMER SATISFACTION:- Making organizational changes--Give outreach its due--Information technology changes--Meeting the needs--Hospital versus outreach contracting--Failure to understand financial implications and requirements--Understanding the hospital\'s point of view--Translating hospital and laboratory compliance for an outreach operation--Enhancing customer satisfaction : communication--Customer satisfaction assessment--couriers: the first line--Client services--Access to draw sites and patient service centers--Building and retaining your client base--Professional marketing and sales personnel--Technical expertise accessibility--Accounts that require special care--Define service area and services--key points--PART IX: DEFINING AND MEASURING STANDARDS FOR SUCCESS:- 43. LABORATORY BENCHMARKING- Why benchmark?--The payoff from benchmarking--The basic steps--Where do we find information about benchmarks?--General approach to financial benchmarking--Implementing financial benchmarking data--Interpretation of external benchmark data--Key points--44. CONTROLLING TEST UTILIZATION AND RELEVANCY:- Evaluating potential and real problems--Documenting the extent of the problem--Laboratory-based approaches to control--Institutional-based approaches to control--What works and doesn\'t work: how to take the first steps--Putting it all together--Key points--45. BENCHMARKING FOR YOUR LABORATORY: WHAT\'S APPROPRIATE?:- Variables to be considered when deciding on an approach--Decision-making steps--Evaluation of data--Kdy points--PART X:- THE FUTURE OF CLINICAL LABORATORIES:- 46. FUTURE POLITICAL, SOCIAL, ECONOMIC, AND REGULATORY IMPACTS ON PATHOLOGY AND LABORATORY MEDICINE:- The current environment of healthcare--Current regulations--Liability considerations--The future regulatory climate under clia\'88--The impact of HIPAA--Bioterrorism--Long-term effects: legislation, regulation, accreditation--Issues affecting research and academic laboratories--restrictive patents and restraints on use of human tissues--key points--47. THE FUTURE OF THE CLINICAL SCIENTIST WORKFORCE:- Introduction--The changing nature of work--key points--48.COMPUTERS, UTILIZATION, AND KNOWLEDGE SUPPORT:- Introduction--Rationale--Example systems--Future state--key points--49. CURRENT TRENDS IN INSTRUMENTATION AND TECHNOLOGY: OUTLOOK FOR THE FUTURE:- Chemistry--Hematology--Coagulation--Microbiology--Outlook for the future--key points--50. THE FUTURE PRACTICE OF LABORATORY MEDICINE:- Laboratory medicine: origins and historic development--Recent trends in clinical practice--Reaction to recent trends--Predictions for the 21st century--key points.

PART1: OVERVIEW OF LABORATORY MANAGEMENT AND CURRENT HEALTHCARE ENVIRONMENT:-1. Principles of Management--Ledership, management and administration--Management concepts--Decision making--Management ethics--Key points--2. MANAGEMENT FUNCTIONS:- Planning--Organizing--Directing--Controlling--Key points--3. RELEVANT ECON OMIC AND BUSINESS CONCEPTS:- Introduction--Strategic business planning overview--Competitive environment--The economic environment--Promotional (marketing and sales) strategies--Customer-focused concepts and service strategies--Key Points--4.CURRENT CHALLENGES TO FINANCIAL STABILITY WITHIN THE DIAGNOSTIC LABORATORY:- Workforce--Workplace--Work Flow--Doing more with less--Shrinking reimbursement--Regulations and unfunded mandates--Key points--5. THE IMPACT OF REGULATORY REQUIREMENTS:- Introduction--Regulation of workplace safety and human resource management--Accreditation and licensure--Regulations impacting transfusion medicine--Regulation of laboratory business practices--Laboratory reimbursement and medical necessity--Compliance - The next generation: Health insurance portability and accountability act--Key points--6.THE CHANGING PRACTICE OF MEDICINE:- Overview of major changes--The impact of technology--The emergence of clinical practice guidelines--Laboratory utilization trends--Medico-legal issues--Training physicians for practice in the 21st century--Key points--7. THE CHANGING HEALTHCARE ENVIRONMENT:- Changing reimbursement models--Changing emphasis on quality--The educated consumer--Changing technology--Consolidation in the healthcare industry--Consolidation in the laboratory industry--Strategies for success in the 21st century--Key points--PART II. MANAGERIAL LEADERSHIP:- 8. LEADERSHIP STYLES:- Patterns of leadership style--Evaluating leadership--Delegation of authority--Distinguishing self from Role--Key points--9. EMPLOYEE NEEDS:- Distinguishing needs from hungers--Hungers for authority, the old style--Dealing with hungers, the new style--Where employee needs likely differ from hungers--Where indulging hungers may be dysfunctional--Managing from the view of a wide-angle zoom lens--Key points--10. MOTIVATION: THE FIRE WITHIN:- Introduction--Getting people to follow your direction--The importance of feeling important--Praise and criticism--Give responsibility--You started with all there is--Example is leadership--Together everyone achieves more--Key points--11. SUCCESSFUL COMMUNICATION:- Channels of communication--Types (methods) of communication--Barriers to communication--The importance of listening--Types of listening--Elements of effective communication--Leadership essentials for improving communication--Key points--12. EFFECTIVE MEETINGS:- Should we have a meeting?--Keys to successful meetings--Cost of meetings--The participant\'s role--Key points--13. CONFLICT MANAGEMENT:- Conflict defined--What conflict is and is not--Constructive conflict--Destructive conflict--Common causes of conflict--Internal and external sources of conflict--Two basic beliefs about handling a conflict--Five conflict resolution styles--Working with each style to resolve conflict--Creating an environment where conflict is addressed and resolved--A communication model to manage and resolve conflict--a seven-step plan for resolving conflict--When conflict resolution fails--What the organization can do--Key points--14. MANAGING CHANGE:- Understanding the changing workplace and the information age--Change is not easy--Why people resist change--Forms of resistance to change--Changes that are common today--Looking ahead--Steps to managing change--How to become an agent of change--Paradigm shifts in today\'s healthcare industry--Trends and changes--Competing in the future in the healthcare arena--Key points--PART III: PERSONNELMANAGEMENT:- 15. EMPLOYEE SELECTION:- Diversity in the workplace--Job description and requirements--Search process--Interview process--Hiring process--Orientation--Documentation--Retention--Resignation and termination--Key points--16. PERFORMANCE APPRAISALS AND COMPETENCY ASSESSMENT:- Performance appraisals--Competency assessment--Key Points--17. STAFFING AND SCHEDULING:- Laboratory personnel: current dynamics affecting staffing--Personnel requirements--Laboratory staffing--Staff scheduling--Key points--18. TEAMS, TEAM PROCESS, AND TEAM BUILDING:- Definition of a team--Group process and teams--Why have teams?-- Guidelines for choosing whether to have teams--Selecting team members--Training team members--Leadership and teams--Motivating team performance--Legal issues and teams--Key Points--19. LABOR RELATIONS:- Labor law--National labor relations board--Union structure--Unionization process--Organizing campaign--Collective bargaining--Key points--PARTIV: REQUIREMENTS FOR EFFECTIVE LABORATORY MANAGEMENT; 20. QUALITY MANAGEMENT:- Quality management of preanalytical processes--Quality management of analytical processes--Quality management of postanalytical processes--Turnaround time--Corrected and incomplete reports--Document control--Key points--21. EFFECTIVE COMMUNICATION IN LABORATORY MANAGEMENT:-Delivering the message--Who: communicating to diverse audiences--Means and mechanics of effective communication--Key points--22. MANAGING THE LABORATORY INFORMATION SYSTEM FROM A CLINICAL MICROBIOLOGY PERSPECTIVE:- Laboratory informatics--A primer on information system terminology--A primer on information systems architecture--A primer on LISs--A primer on clinical microbiology informatics--Key points--23. MANAGEMENT OF POINT-OF-CARE TESTING:- Organizational challenges--Operational challenges--Technological challenges--Key points--24. PRINCIPLES OF PREANALYTIC AND POSTANALYTIC TEST MANAGEMENT:- Preanalytic activities--Postanalytic activities--Key points--25. SELECTION AND IMPLEMENTATION OF NEW EQUIPMENT AND PROCEDURES:- Just do it--Creating multiskilled decision makers--Committee-Directed decision making--Implementation and communication--Other influences on the decision-making process--Key points--26. LABORATORY SAFETY:- Safety management plan--Laboratory hazards--Standard precautions--Hazard prevention and containment--Sterilization and deontamination--Spill management--Waste management--Shipment o infectious substances--Personnel training--Key points--27. EMERGENCY MANAGEMENT:- Emergency management plan (EMP)--Elements of EMP--Disasters--Key Points--PART V: FINANCIAL MANAGEMENT: 28. FINANCIAL MANAGEMENT: SETTING THE STAGE:- The hospital environment--The nonhospital environment--Key points--29. STRATEGIC PLANNING:- Introduction: what is strategy?--Evidence to recommend strategic planning--Developing and maintaining a business strategy: the strategic planning process--Structure of the clinical laboratory industry--Competitor analysis--Strategic positions in the laboratory industry--Implementing strategy: activity fit--Failure of strategy--Key points--

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