surgical services management

1. S U R G I C A L S E R V I C E S
M A N A G E M E N T
AMMAR HUSSAIN
SENIOR PHYSICIAN ASSISTANT

2. :
To learn about surgical mangement
Administrative management
Budgeting and financial responsibilities
New product and equipement evaluation

3. Introduction

4. SURGICAL SERVICES
MANAGEMENT
40%
 OPERATING ROOM MANAGEMENT IS THE SCIENCE OF HOW TO RUN AN OPERATING ROOM SUITE.
 OPERATING ROOM MANAGEMENT FOCUSES ON MAXIMIZING OPERATIONAL EFFICIENCY AT THE
FACILITY, I.E. TO MAXIMIZE THE NUMBER OF SURGICAL CASES THAT CAN BE DONE ON A GIVEN DAY
WHILE MINIMIZING THE REQUIRED RESOURCES AND RELATED COSTS. FOR EXAMPLE, WHAT IS THE
NUMBER OF REQUIRED ANAESTHETISTS OR THE SCRUB NURSES THAT ARE NEEDED NEXT WEEK TO
ACCOMMODATE THE EXPECTED WORKLOAD OR HOW CAN WE MINIMIZE THE COST OF DRUGS USED
IN THE OPERATING ROOM.
 THE ACT OF COORDINATING AND RUNNING ALL PARTS OF A SURGICAL SUITE TO ACCOMPLISH A
DEFINED SET OF GOALS.

5. SURGICAL SERVICES
MANAGEMENT
A MOST CRUCIAL FIELD, OPERATING ROOM MANAGEMENT IS INCREASINGLY STUDIED AS HOW TO BEST:
 1) ENSURE PATIENT SAFETY AND OPTIMAL PATIENT OUTCOME
 2) PROVIDE SURGEONS WITH APPROPRIATE ACCESS TO THE OR SO THAT PATIENTS CAN HAVE OPERATIONS IN
A TIMELY MANNER.
3) MAXIMIZE THE EFFICIENCY OF OPERATING ROOM UTILIZATION, STAFF, AND MATERIALS,
 4) DECREASE PATIENT DELAYS,
 5) ENHANCE SATISFACTION AMONG PATIENTS, STAFF, AND SURGEONS.
 Today all health centers are subjected to severe financial, social, academic, political, and
organizational pressures resulting from increased demands on services and limitations in health care
resources. To reduce costs and increase operating room utilization, we developed a real time
communications and patient tracking system to provide a data driven method of work process
management focused on patients and health care providers.

7. ADMINISTRATIVE
M A N A G E M E N T

9. ADMINISTRATIVE MANAGEMENET
 Administrative tasks that keep the surgical center running smoothly and gaining profit
can be virtually impossible. Luckily, that's where the surgical practice manager comes
in.
 Surgical practice managers/administrators are highly trained leaders who plan, direct,
and coordinate the delivery of surgical procedures.
 Depending on the surgical practice's size, the administrator may lead everything from
human resources and budgeting to recruitment and medical coding.
 Surgical practice managers are focused on the business side of today's changing
health environment so that surgeons can pay closer attention to healing patients.

10. ADMINISTRATIVE MANAGEMENET
Key Responsibilities
 Surgical practice administrators have the primary responsibility of managing the daily
operations of a hospital's surgical department or a surgery center to streamline patient
care.
 On a typical day, surgical practice managers may be involved in organizing facility records,
attending board meetings, devising work schedules, overseeing patient billing, managing
the budget plan, keeping up with new practice regulations, and communicating with
surgeons and other surgical staff.
 In larger facilities, surgical practice administrators will likely supervise assistants who are
also directing surgical activities.
 Surgical practice managers have the goal of enhancing the efficiency and quality of
medical treatment services for surgery patients.

11. ADMINISTRATIVE MANAGEMENET
Necessary Skills
 In order to be successful in surgical practice management, you'll need to be a skilled communicator
with the interpersonal skills to effectively interact with surgeons, nurses, patients, insurance
representatives, and other staff.
 Surgical practice administrators need to find ways to adapt practice guidelines to new laws, so
analytical and critical thinking skills are a must. Being detail-oriented with organizational skills is
important for managers to maintain meticulous electronic records for scheduling and billing. Staffing
problems can occur at any time, so surgical practice managers should be prepared with stellar
decision-making, problem-solving, and leadership skills.
 Surgical practice administrators should also have the technical competence for working with the
latest health software.

13. UNIVERSAL PRINCIPLES OF MANAGEMENT
Principles developed by Henri Fayol:
• 1.DIVISION OF WORK: Work should be divided among individuals and groups to ensure that effort and attention
are focused on special portions of the task. Fayol presented work specialization as the best way to use the human
resources of the organization.
• 2.AUTHORITY: The concepts of Authority and responsibility are closely related. Authority was defined by Fayol as
the right to give orders and the power to exact obedience. Responsibility involves being accountable, and is
therefore naturally associated with authority. Whoever assumes authority also assumes responsibility.
• 3.DISCIPLINE: A successful organization requires the common effort of workers. Penalties should be applied
judiciously to encourage this common effort.
• 4.UNITY OF COMMAND: Workers should receive orders from only one manager.
• 5.UNITY OF DIRECTION: The entire organization should be moving towards a common objective in a common
direction.
• 6.SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTERESTS: The interests of one person
should not take priority over the interests of the organization as a whole.
• 7.REMUNERATION: Many variables, such as cost of living, supply of qualified personnel, general business
conditions, and success of the business, should be considered in determining a worker’s rate of pay.
• 8.CENTRALIZATION: Fayol defined centralization as lowering the importance of the subordinate role.
Decentralization is increasing the importance. The degree to which centralization or decentralization should be
adopted depends on the specific organization in which the manager is working.

14. • 9.SCALAR CHAIN: Managers in hierarchies are part of a chain like authority scale. Each manager,
from the first line supervisor to the president, possess certain amounts of authority. The President
possesses the most authority; the first line supervisor the least. Lower level managers should
always keep upper level managers informed of their work activities. The existence of a scalar
chain and adherence to it are necessary if the organization is to be successful.
• 10.ORDER: For the sake of efficiency and coordination, all materials and people related to a
specific kind of work should be treated as equally as possible.
• 11.EQUITY: All employees should be treated as equally as possible.
• 12.STABILITY OF TENURE OF PERSONNEL: Retaining productive employees should always
be a high priority of management. Recruitment and Selection Costs, as well as increased product-
reject rates are usually associated with hiring new workers.
• 13.INITIATIVE: Management should take steps to encourage worker initiative, which is defined as
new or additional work activity undertaken through self-direction
• 14.ESPIRIT DE CORPS: Management should encourage harmony and general good feelings
among employees.

15. Take A Break

16. BUDGETING AND
FINANCIAL
RESPONSIBILITIES

17. BUDGETING & FINANCIAL
MANAGEMENTS
 Surgical services manager plays a significant role in the financial management of hospitals but have
inadequate knowledge, skills, and competence in financial management.
 Recommendations include well-structured training and education on financial management using a
multidisciplinary approach to enable surgical managers to gain the required knowledge and skills.
Continuous experiential learning and mentorship programs should be developed for surgical
technologist before the assumption of management positions.
 This has necessitated surgical manager to build financial management skills to enable them to lead
in the provision of effective and efficient care while reducing cost.
 This demands adequate knowledge and skills in financial management. The study examined the
financial management skills of surgical managers at the unit level.

19. BUDGETING & FINANCIAL MANAGEMENTS
 Financial management skill is the process of ‘implementing and managing financial control
systems, collecting financial data, analyzing financial reports and making sound financial control
decisions based on the analysis.
 According to Chase (2010), unit budget forecasting has been described as the ability to predict
future events based on knowledge acquired through intuition and systematic process. Poor
understanding of unit budget forecasting generation and unit budget control measures hinders
progress toward the delivery of cost-efficient healthcare and reducing wastage at the unit level
(Anderson et al., 2020, Walsh, 2016).
 Therefore, surgical managers must be familiar with these critical financial management skills since
they are responsible for the operating and capital budget in hospitals. In preparing a unit-level
budget, nurse managers should first determine what services are being offered or to be offered and
what control measures to put in place to ensure cost-effectiveness

20. HEALTH CARE FINANCING
Health care financing in the US is divided mainly among government structures,
employer contributions, and private insurance
GOVERNMENT ASSISTANCE
Government-assisted health care systems are managed by state and federal agencies. The
Medicaid system assists in medical care for specific low-income families and individuals with
special needs, including disability. The program is jointly funded by the state and federal
government. Eligibility is dependent on both economic and health qualifications.
The Medicare system operates like an insurance plan in which individuals pay into a fund through
their employment taxes and can later draw on the fund after age 65 for certain medical costs. The
plan includes hospital and medical insurance and is also administered to people with specific
types of permanent disability. Individuals or their spouses who paid into the Medicare system
through their taxes generally do not pay for hospital insurance. Certain medical and prescription
drug insurance is partly covered under a monthly premium paid by the individual through Social
Security taxes.

21. PRIVATE INSURANCE
Private medical insurance programs require regular payments by an individual or group of
individuals, who in turn receive partial or total payment for specific types of medical care.
Insurance companies may contract specific health organizations to provide services at a reduced
rate for their beneficiaries. These organizations are referred to as preferred provider organizations
or PPOs. The health maintenance organization (HMO) is another system of health care delivery
utilized by insurance companies. The HMO contracts with specific health care providers to deliver
services using techniques and standards that are designed to be economical and efficient. The
HMO sets the guidelines for care that must be followed by the contracted health care providers.

22. PAYMENT SYSTEMS
• The specific payment systems in the insurance industry use standardized codes for a diagnosis
and treatment modalities. The diagnosis-related group (DRG) is a list of services or “products”
that hospitals deliver. For example, a surgical procedure is one type of product. The system of
DRGs is used by Medicare and insurance companies to determine the amount of money the
system pays out for its beneficiaries. The International Classification of Diseases (ICD) code is
an assigned number for specific medical conditions. The ICD code is used in combination with
the DRG to determine the amount of money that the insurance company or Medicare provides
for its beneficiaries. Another system used by medical providers is the Current Procedural
Terminology (CPT) code, which is created and maintained by the American Medical
Association to provide consistent terminology for medical procedures.

23. New product and Euipment Evaluation

24.  Surgical managements important responsibility regarding new surgical
products and euipments is to know about each and every new and effective
surgical euipments using in surgical care providing centers .
 Also have to know their proper use and careful maintance to enhance the life
and functionalty of surgical which in turn helps to reduce extra expenses to
baught new and costly surgical equipmenets.

26. Conclusion
 The process is challenging, especially for established practitioners but the evidence for the need for
change is overwhelming.
 Effective team working is inextricably linked to good leadership.
 Both are skills requiring training and development.
 It is essential that the organizations invests in that training and development for all members of multi
professional and inter-disciplinary teams.
 It is also essential that all surgical technologist recognise their duty to act both as effective leaders
and contributing team members.
 Both are necessary to achieve optimal outcomes for patients and trainees, and to minimise risk of
harm.

27. T H A N K S
A d d Y o u r W e b s i t e Enter title