Medical Receptionists and Secretaries HandbookCRC Press, 22. nov. 2017 - 368 sider This best-selling classic has now been fully revised, expanded and updated. It has established itself over ten years and with three previous editions as the essential handbook for study and daily reference. Medical Receptionists and Secretaries Handbook, Fourth Edition contains vital information for all staff enabling them to work efficiently and effectively both within the NHS and private medical sectors. It encourages an understanding of the importance of administrative staff in providing high standards of patient care and promotes teamwork throughout the whole healthcare environment. No medical receptionist, secretary or healthcare administrator should be without it! |
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Side 7
... staff and publish accounts. They also include non-departmental public bodies, which are set up when independent advice is required without direct influence from Whitehall. There are three categories of arm's-length bodies: 1 commissions ...
... staff and publish accounts. They also include non-departmental public bodies, which are set up when independent advice is required without direct influence from Whitehall. There are three categories of arm's-length bodies: 1 commissions ...
Side 10
... staff, patients and the local community have a say in the running of them by becoming 'members' or governors. Monitor is the independent regulator of NHS foundation trusts. It authorises NHS trusts applying for foundation trust status ...
... staff, patients and the local community have a say in the running of them by becoming 'members' or governors. Monitor is the independent regulator of NHS foundation trusts. It authorises NHS trusts applying for foundation trust status ...
Side 11
... staff with whom a patient has contact are working to the same protocols (e.g. on patient admission, discharge and transfer). By integrating all of the information that is relevant to a clinical condition, they enable staff to work ...
... staff with whom a patient has contact are working to the same protocols (e.g. on patient admission, discharge and transfer). By integrating all of the information that is relevant to a clinical condition, they enable staff to work ...
Side 16
... staff accountable for quality improvement and ensuring that standards and quality remain a priority. Clinical governance has been defined by the Chief Medical Officer as follows: a system through which NHS organisations are accountable ...
... staff accountable for quality improvement and ensuring that standards and quality remain a priority. Clinical governance has been defined by the Chief Medical Officer as follows: a system through which NHS organisations are accountable ...
Side 17
... staff education and training plans • clear internal policies aimed at reducing the risk involved with any health service or medical treatment • clear guidelines for self-regulation which can be applied to all professional groups in ...
... staff education and training plans • clear internal policies aimed at reducing the risk involved with any health service or medical treatment • clear guidelines for self-regulation which can be applied to all professional groups in ...
Indhold
1 | |
2 Patient customer care | 45 |
3 Communication | 77 |
4 Law ethics and medicine | 91 |
5 Health and safety in a clinical environment | 131 |
6 Practical reception skills in general practice | 143 |
7 The hospital service | 165 |
8 Private medicine | 185 |
Appendix 2 Hippocratic Oath | 285 |
Appendix 3 Training programmes | 287 |
Appendix 4 Medical terminology | 289 |
Appendix 5 Immunisation schedules | 303 |
Appendix 6 Incubation periods of some infectious diseases | 305 |
Appendix 7 Abbreviations of qualifying degrees and further qualifications | 307 |
Appendix 8 Useful addresses | 313 |
Appendix 9 Statutory organisations | 317 |
9 Forms fees and finances in general practice | 195 |
10 Using information technology | 207 |
11 Medical terminology and clinical aspects | 227 |
12 Primary healthcare services and social services | 237 |
13 Audit health economics and ensuring quality for the medical receptionist and secretary | 261 |
14 Training and development | 269 |
15 Complementary medicine | 275 |
Appendix 1 Further reading and reference books | 281 |
Appendix 10 Information and support groups | 321 |
Appendix 11 Measurements in medicine | 333 |
Appendix 12 International organisations | 335 |
Appendix 13 Professional organisations relating to complementary medicine | 337 |
Appendix 14 The Wanless Report | 339 |
Index | 341 |
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