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List of Figures and Tables. <p>Acknowledgments.</p> <p>Preface.</p> <p><b>PART ONE: FINANCIAL MANAGEMENT.</b></p> <p>1. Budgeting for Physician Practices (Marci S. Thomas).</p> <p>2. Revenue Cycle (Lou Porn, Polly Minugh).</p> <p>3. Understanding the Cost of Providing Services (Suriya H. Grima, John A. Grima).</p> <p>4. Taxation and Physician Practices (Anne M. McGeorge).</p> <p>5. Capital Investment Decisions (Marci S. Thomas, Elisabeth Fowlie Mock).</p> <p>6. Monitoring Financial Performance (Teresa L. Edwards).</p> <p><b>PART TWO: REGULATORY ENVIRONMENT AND RISK MANAGEMENT.</b></p> <p>7. Negotiating Managed Care Contracts and Contract Management (Beacham Wray).</p> <p>8. Federal and State Regulations (Bruce A. Johnson).</p> <p>9. Corporate Compliance in a Medical Practice Setting (Bruce A. Johnson).</p> <p>10. Risk Management (Kathryn Johnson).</p> <p><b>PART THREE: HUMAN RESOURCE MANAGEMENT.</b></p> <p>11. Governance and Leadership in a Medical Practice (Blair A. Keagy).</p> <p>12. Human Resource Management (Bruce J. Fried, Marci S. Thomas, Lisa L. Goodrich).</p> <p>13. Physician Compensation (Lou Porn).</p> <p>14. The Role of Nonphysician Clinicians in Medical Practice (Blair A. Keagy).</p> <p>15. Impact of Nursing Workforce Issues on the Physician and Practice Manager (Elizabeth A. Arsenault).</p> <p><b>PART FOUR: STRATEGIC CONSIDERATIONS: PLANNING, MARKETING, AND MANAGEMENT.</b></p> <p>16. Developing a Business Plan (Lou Porn).</p> <p>17. Adding a New Service or Program to a Medical Practice (Blair A. Keagy).</p> <p>18. Marketing a Practice (Karen McCall, Dan Dunlop).</p> <p>19. Integrating a Clinical Research Program into a Medical Practice (William A. Marston).</p> <p>20. Relationships Between Medical Practices and Community Hospitals (Blair A. Keagy).</p> <p>21. Academic Medical Centers (Mary Jane Kagarise, Anthony A. Meyer).</p> <p><b>PART FIVE: INFORMATION MANAGEMENT.</b></p> <p>22. Information Systems (David D. Potenziani).</p> <p>23. Performance Improvement, Teamwork, and Monitoring Outcomes (Bette G. Brotherton, Larry Mandelkehr).</p> <p>24. The Twenty-First-Century Medical Environment (George F. Sheldon).</p> <p>The Editors.</p> <p>The Contributors.</p> <p>Index.</p>

<p><b>THE AUTHORS</b> <p><b>Blair A. Keagy</b> is the George Johnson Distinguished Professor of Surgery and chief of the Division of Vascular Surgery at the University of North Carolina. <p><b>Marci S. Thomas</b> is a clinical assistant professor in the Department of Health Policy and Administration in the School of Public Health at the University of North Carolina, Chapel Hill.

<p><b>ESSENTIALS OF PHYSICIAN PRACTICE MANAGEMENT</b> <p><i>Essentials of Physician Practice Management</i> offers a practical reference for administrators and medical directors and provides a comprehensive text for those preparing for a career in medical administration, practice management, and health plan administration. <i>Essentials of Physician Practice Management</i> is filled with valuable insights into every aspect of medical practice management including operations, financial management, strategic planning, regulation and risk management, human resources, and community relations. <p>"Physicians everywhere, especially those in leadership and management positions, will benefit from <i>Essentials of Physician Practice Management</i>. It combines clarity with a broad sweep that deals with all the key topics of interest. It is a real contribution to the field of health care management."<br/> <b>—William L. Roper, M.D., M.P.H.</b>, dean, The University of North Carolina School of Medicine and CEO, The University of North Carolina Health Care System <p>"The authors have focused on an area critical to working toward solutions to the problems we face in health care. Part of those solutions is the development of leaders and managers in ambulatory care, and the authors have done an outstanding job detailing the competencies needed for that purpose."<br/> <b>—Frederick J. Wenzel, M.B.A., F.A.C.M.P.E.</b>, Distinguished Service Professor, College of Business, University of St. Thomas, Minneapolis <p>"Integrated and comprehensive … practical road map to the challenges and opportunities of physician practice management."<br/> <b>—Arnold D. Kaluzny, Ph.D.</b>, School of Public Health, University of North Carolina at Chapel Hill <p>"To any physician serious about preparing for leadership, I recommend reading this book. If a edical group manager is going to keep one book close at hand, I recommend that it be this one. This book provides the clearest, most comprehensive picture of managing physician practices that I have seen."<br/> <b>—Keith Moore</b>, Chairman and CEO, McManis Consulting

“Physicians everywhere, especially those in leadership and management positions, will benefit from <i>Essentials of Physician Practice Management</i>. It combines clarity with a broad sweep that deals with all the key topics of interest. It is a real contribution to the field of health care management.”<br /> --William L. Roper, M.D., M.P,H., dean, The University of North Carolina School of Medicine and CEO, The University of North Carolina Health Care System <p>“The authors have focused on an area critical to working toward solutions to the problems we face in health care. Part of that solution is the development of leaders and managers in ambulatory care, and the authors have done an outstanding job detailing the competencies needed for that purpose.”<br /> --Frederick J. Wenzel, M.B.A., F.A.C.M.P.E., Distinguished Service Professor, College of Business, University of St. Thomas, Minneapolis</p> <p>"Integrated and comprehensive...practical road map to the challenges and opportunities of physician practice management.”<br /> --Arnold D. Kaluzny, Ph.D., School of Public Health, University of North Carolina at Chapel Hill</p> <p>“To any physician serious about preparing for leadership, I recommend reading this book. If a medical group manager is going to keep one book close at hand, I recommend that it be this one. This book provides the clearest, most comprehensive picture of managing physician practices that I have seen.”<br /> --Keith Moore, Chairman and CEO, McManis Consulting</p>

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