Medicine & Business

How to weigh advantages and disadvantages of practice mergers. Specific traps to watch out for include ownership, governance, compensation, liability, fraud and abuse, reimbursement, taxation, benefits, antitrust and personnel.

Specialists bear special burdens when health systems administer risk contracts: information risk, market share risk and financial risk. How specialists need to position themselves in anticipation of these burdens.

A strategic look at office layout: what your office should have—and what it should avoid.

How to track services, billing and financial operations while integrating fee-for-service and capitated medicine in a medical practice. Understand the distinctions and respond to the variables involved.

Examines obstacles to the lastest management rage and offers a wiser approach to personnel management.

Fine-tune your practice through realistic performance standards, shorter meetings, bottom-up communication, multi-purpose bulletin boards, structured salaries and management ratings.

Concrete suggestions you can implement to foster patient cooperation in following your advice and staying healthier.

A case study illustrating the use of organizational development within an MSO at an academic medical center.