The results of a questionnaire answered by 70 secretary-receptionists in general practice are analysed. Variations in their rates of pay are described. Lack of inservice training appears to result more from paucity of opportunity than lack of enthusiasm of the secretaries themselves. (+info)
The practice manager. A review and discussion of the literature.
(18/25)
The limited amount of literature available which describes the work of practice managers has been used as the basis for compiling a tentative job description and for the discussion of a number of actual or theoretical issues which seem to be relevant. A comparison is made at a superficial level with experience in the U.S.A.The intention is to clarify some ideas in a newly emerging aspect of community medicine and primary care with a view to exploring the possibilities for research, training and consultancy in the future. (+info)
The hospital consultant's secretary.
(19/25)
Analysis of work done by the secretaries attached to one medical unit in a general hospital showed that much was discretionary in character and entailed making decisions. Work in the unit was made easier and more efficient by this intelligent use of initiative by the secretaries. At present the pay given to medical secretaries in hospital is below a level that would be commensurate with their responsibility. (+info)
Production of artificial "case histories" by using a small computer.
(20/25)
This paper describes a method of producing artificial "case histories" by using probability theory and clinical data from a series of 600 patients with acute abdominal pain. A series of 12 such cases were distributed to clinicians, medical students, medical secretaries and technicians, and members of the general public. For each "case" most clinicians concurred with the intended diagnosis. So did the medical secretaries and technicians; indeed this group were more confident of their chosen diagnoses than were the clinicians.It is suggested that clinicians are concerned to a large extent with the consequences of a diagnosis as well as its accuracy, and are motivated to some degree by a fear of the consequences of failure. They may be justified in adopting this policy, for when "errors" in diagnosis are harshly penalized the clinicians were infinitely more effective than any of the other groups. (+info)
Evaluation of a training scheme for receptionists in general practice.
(21/25)
Two training courses for receptionists in general practice were evaluated by questioning participants and doctors before and after the course took place. The results indicated that the training had been enjoyed and that participants had acquired a good deal of knowledge which they would be able to use effectively in their jobs. The courses and the evaluation exercise are described. (+info)
The medical secretary: her views and attitudes.
(22/25)
Secretaries and doctors share one primary objective-patient care. Common aims are usually achieved most effectively by working together. This demands a willingness to respect the views and feelings of one another. This paper argues that it is important to determine the opinions and attitudes of the medical secretary if the whole practice or team is to function efficiently. (+info)
A broader training for medical receptionists.
(23/25)
A course for 40 medical receptionists working in general practice was arranged at a local postgraduate centre. The curriculum was divided into two sections. The first dealt with the traditional, factual side of medical reception work and the second was concerned with the human behaviour aspect of a receptionist's work. It seems that there was some benefit to the receptionists from their experience of both aspects of this course. (+info)
Streptococcal sore throat followup program in a hospital clinic, New York City.
(24/25)
To improve followup and treatment of patients with streptococcal sore throat at St. Vincent's Hospital and Medical Center, New York City, a simple and inexpensive method was devised for recalling and treating untreated patients with positive throat cultures and culturing household contacts. The program was conducted by a clinic nurse and a secretary, with only occasional assistance from a physician. All services were free for those without Medicaid coverage. The secretary sent notification letters to all patients with positive cultures urging them to return for treatment and emphasizing the need for their contacts to come for screening. The secretary, trained in the throat culturing technique, also performed the laboratory work on the cultures from contacts. The clinic nurse swabbed the throats of all contacts and administered treatment, according to a standing-order protocol, to all with culture-proved streptococcal sore throat. A comparison of initially untreated patients with positive cultures seen 3 months before and 6 months after the program was started revealed that 46 percent returned for treatment after the notification letter was sent; before the program only 21 percent returned for treatment. No attempt had been made to reach household contacts before the program began. The rate of streptococcal sore throat in contacts was 14 percent, and in the clinic patients it was 11 percent during the first 6 months of the program. (+info)