The Budget as a Management Tool

Article Abstract:

Budgets must be tailored to meet objectives. The type of budgeting process to follow is identified by the type of activity the department is involved in. For example, a medical records department would use a general and administrative type of budgeting process. The key elements of a budget are responsibility reporting, code of accounts and variance analysis. The phases of the budgeting process are planning, preparation and control. Historical data, current data and forecasts are necessary for planning and preparing operational and capital budgets. Control is composed of reviewing budgets, gathering statistical information, determining monitoring levels for alerts and variance analysis. Cost reallocation is a method whereby costs of non-revenue producing necessary activities such as medical record keeping are allocated to the revenue producing departments and services they support.

Capital investments, Business planning, Analysis of variance, Capital Investment, Budgeting

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Assessing the Hospital Manager: A Tool for Self-Improvement

Article Abstract:

Six hundred hospital managers participated in a one-day program to assist them in evaluating and defining their own management styles. The questionnaire generated twenty-one management characteristics which are grouped by six functions; evaluation, decision-making- planning, implementation, leadership, follow-through and public relations. Management assessment tools are used to help make managers more aware of their style and also to help them objectively define and deal with subordinates' performance. Managers who feel threatened may refuse to participate in an assessment survey without prior assurances of how the information will be used.

Management Style, Administration, Survey, Self Appraisal

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The Medical Record Manager as a Supervisor

Article Abstract:

Managers have the two basic responsibilities of achieving results and directing the activities of others. This is a challenging task in the health care environment since technology, financial and personnel resource availability, public attitude, employee values and organization structures are changing. Many managers must have both technical and managerial expertise. Some components of successful management are effective time management, ability to delegate, visibility and ability to discipline fairly. Self- management and the willingness to evaluate oneself and improve is the key to good management.

Medicine, Time management, Records, Organization Structure, Management Development

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