Office Management

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Office management of gait disorders in the elderly

Office management of gait disorders in the elderly

Main message Gait and balance disorders in the elderly are difficult to recognize and diagnose in the family practice setting because they initially present with subtle undifferentiated manifestations, and because causes are usually multifactorial, with multiple diseases developing simultaneously. To further complicate the issue, these manifestations can be camouflaged in elderly patients by the physiologic changes associated with normal aging. A classification of gait disorders based on sensorimotor levels can be useful in the approach to management of this problem. Gait disorders in patients presenting to family physicians in the primary care setting are often related to joint and skeletal problems (lowest-level disturbances), as opposed to patients referred to neurology specialty clinics with sensory ataxia, myelopathy, multiple strokes, and parkinsonism (lowest-, middle-, and highest-level disturbances). The difficulty in diagnosing gait disorders stems from the challenge of addressing early undifferentiated disease caused by multiple disease processes involving all sensorimotor levels. Patients might present with a nonspecific “cautious” gait that is simply an adaptation of the body to disease limitations. This cautious gait has a mildly flexed posture with reduced arm swing and a broadening of the base of support. This article reviews the focused history (including medication review), practical physical examination, investigations, and treatments that are key to office management of gait disorders.
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ADVANCED LAW OFFICE MANAGEMENT

ADVANCED LAW OFFICE MANAGEMENT

This course is an introduction to and exploration of the law office both as a business and as a profession. The functional aspects of law office management such as fees, billing, timekeeping, ethical requirements, accounting, profitability (based on each client and brief), budgeting, and facilities management will be taught. Administrative skills such as leadership, communication, delegation and personnel issues will also be addressed. Specific software and related skills in the essential operating systems that comprise the modern law office will be reviewed, including docket control, records management, file management, and library management.
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Computer Applications and Office Management

Computer Applications and Office Management

The Computer Applications and Office Management Department (COMP) is in business—the technology education business. We live in a culture governed by the demands of digital life. This digital life blurs and transforms old boundaries between work and home, public and private. It requires ever-increasing levels of technology literacy and competency. Computer software tools and devices constantly evolve and expand as well as the skills needed to use them

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Computer Applications and Office Management

Computer Applications and Office Management

The Computer Applications and Office Management Department (COMP) is in business—the technology education business. We live in a culture governed by the demands of digital life. This digital life blurs and transforms old boundaries between work and home, public and private. It requires ever-increasing levels of technology literacy and competency. Computer software tools and devices constantly evolve and expand as well as the skills needed to use them

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Computer Applications and Office Management

Computer Applications and Office Management

The Computer Applications and Office Management Department (COMP) is in business—the technology education business. We live in a culture governed by the demands of digital life. This digital life blurs and transforms old boundaries between work and home, public and private. It requires ever-increasing levels of technology literacy and competency. Computer software tools and devices constantly evolve and expand, as well as the skills needed to use them

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TWELVE FUNDAMENTAL RULES OF OFFICE MANAGEMENT

TWELVE FUNDAMENTAL RULES OF OFFICE MANAGEMENT

Management simply means to control or to administer. Office management means the method of controlling an office so as to enable to achieve a given aim. In our modern society, all kinds, or business are carried on by a group of people, who have enough knowledge in their respective fields. But group of people, who are working for a common object, must be guided and controlled by a leader or an authority. This is the function of the management. Management is a technique of leadership or control of an office in order to attain the aimed result through the efforts of other people in grouped activities. This is possible when the office is properly organized and managed. Office function is carried on by a group of people for a common result, by giving services to the organization. The management has to organize the office in such a way as to attain the objectives. The basic purpose of this research paper is to discuss the twelve basic rules of office management for smooth and efficient functioning of the organization.
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Professional Association of Health Care Office Management

Professional Association of Health Care Office Management

Fresh from PAHCOM’s Annual Conference in Clearwater, Barbara Drury, FHIMSS, and President of Pricare Inc., gave a comprehensive presentation on the obligations and operational effects of electronic health records (EHR) vendor contracts to members of Pikes Peak PAHCOM in early November, 2011. Ms. Drury is an independent consultant with a national practice serving physician offices since 1982. Among Ms. Drury’s credentials are her services as an appointee to the 12-person Office of the National Coordinator’s Technical Expert Panel on Unintended Consequences of HIT/EHR. She is the EHR Risk Manager for liability carriers COPIC (Colorado) and The Doctor’s Company (TDC in Oregon/Washington/Idaho), and is the editor of COPIC’s Benchmarks for Electronic Medical Record Systems and TDC’s Patient Safety Program. Additionally, Ms. Drury is consultant to the Colorado Medical Society for Health Information Technology and Meaningful Use. If that’s not enough, Ms. Drury is active in the Health Information and Management Systems Society (HIMSS) as a Fellow, a member of HIMSS Public Policy Committee, HIMSS Davies Ambulatory Award Committee, and the Colorado Chapter of HIMSS Board of Directors. In short, she is a very accomplished expert in her field. Pikes Peak PAHCOM members spent time dissecting EHR contracts and their various parts. The group looked at contract examples of practices from a position of having already signed an EHR agreement and from that of practices who are about to sign. Ms. Drury provided a “hands-on” experience providing verbiage from actual contracts and letting members evaluate each contract element. She then led a group discussion on the pros and cons each example provided. Ms. Drury concluded her presentation with several proactive options to protect practices as they navigate their EHR course, as well as late- breaking updates to EHR Meaningful Use legislation for Medicare and Medicaid providers. For those in attendance, it was time well spent.
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Office Management of Geriatric Urinary Incontinence

Office Management of Geriatric Urinary Incontinence

Urinary incontinence is a common and potentially disabling condition affecting 15% to 30% of those aged 65 years and older. It adversely affects physical health, psychological well-being, and health care costs. Even when it is not curable, proper management of urinary incontinence can lead to improved quality of life for patients and caregivers. Despite its prevalence, many geriatric patients suffering from urinary incontinence are undiagnosed and untreated. Patients often do not report the problem, and health care professionals often do not ask about it. Health care professionals should therefore learn to identify, evaluate, and manage urinary incontinence based upon the available evidence and practice guidelines. Although the evidence base for specific recommendations for the office evaluation and management of geriatric urinary incontinence is limited, a basic evaluation to identify treatable causes of incontinence, referral of appropriate patients for further evaluation, and several noninvasive management strategies can greatly improve these symptoms in many older patients. © 2007 Elsevier Inc. All rights reserved.
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Office of Enrollment Management Annual Report

Office of Enrollment Management Annual Report

Over 100 student data reports are available in the Cognos Public folder. These validated and authoritative reports are authored by report authors in the Enrollment Management offices as well exports in other areas. The Cognos Validated reports are accessible for Purdue employees with a Cognos license. For those who do not have a Cognos license, summary reports on enrollment and degrees are available on the EM website and Admissions Summary reports are available on a SharePoint site.

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Office of Personnel Management OFFICE OF THE INSPECTOR GENERAL SEMIANNUAL REPORT TO CONGRESS

Office of Personnel Management OFFICE OF THE INSPECTOR GENERAL SEMIANNUAL REPORT TO CONGRESS

The oversight work of our office is a critical element of protecting citizens seeking employment with the Federal Government, and Federal employees and their families who are enrolled in the FEHBP, from these growing threats and the real consequences that can happen . Nonetheless, even a favorable outcome in a review we conduct cannot ensure that the systems and processes we examine will be immune from determined and sophisticated cyberattacks . In this light, we will continue to work with OPM, the Administration, and Congress to obtain adequate resources to address the oversight needs of OPM programs and to bring the highest possible level of professional expertise to bear on this critical challenge to personal privacy and the integrity of Federal data systems .
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Program Management Office

Program Management Office

Management Office Great program management gives project managers the mandates, structures, tools and communication channels they need to ensure successful project outcomes. This guide is built to help you get started with Smartsheet to achieve your program management.

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Office of Finance and Resource Management (AS0)

Office of Finance and Resource Management (AS0)

OFRM’s primary function is to provide shared budgetary and financial services and centralized miscellaneous vendor payments to the Office of Contracting and Procurement, Office of Property Management, Executive Office of the Mayor, College Access Program, Board of Elections and Ethics, Office of the City Administrator, and OFRM. OFRM’s secondary function involves budget development and execution, vendor payments, financial oversight to maintain the integrity of the District Government, and collaboration with other agencies within the Office of the Chief Financial Officer (OCFO) to ensure optimal management of agency resources.
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UNITED STATES OFFICE OF PERSONNEL MANAGEMENT

UNITED STATES OFFICE OF PERSONNEL MANAGEMENT

Use SF 8SP QuestiOlmairefor Public Trust Positions only if requesting a NACLC as a reinvestigation of a moderate risk position with no national security sensitivity. Extra[r]

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A Framework to Establish a Project Management Office

A Framework to Establish a Project Management Office

One of the main functions expected of a PMO is to provide common, roll-up reporting on the status of all projects and portfolios of the organization. According to The State of the PMO in 2011 (PMI, 2011), only 15% of project managers who report to the vice president of IT believed their firm acknowledges the value of a PMO (PMI, 2012). In addition, 70 % of respondents to the global State of the PMO study said that the PMO’s value was questioned among senior management (PMI, 2012). Consequently, it is imperative to ensure that all concerned stakeholders and top managers are aware and current about the PMO status, progress, and obstacles. Reporting PMO performance status should focus on reporting the current status or challenges related to the metrics chosen to track PMO success. Performance reporting can be performed weekly, monthly, or quarterly, depending on the type of the PMO and the stakeholders. For instance, an Enterprise PMO might report on performance against financial goals quarterly, whereas a project-specific PMO might report on project delivery versus schedule on a weekly basis.
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OFFICE OF SAFETY, SECURITY AND ASSET MANAGEMENT (CAJS)

OFFICE OF SAFETY, SECURITY AND ASSET MANAGEMENT (CAJS)

The Transportation Services Office (TSO) develops and provides CDC-wide transportation policies, procedures and services ensuring a safe, secure and healthy workplace is established and maintained in accordance with federal and departmental regulations. Specifically, TSO: (1) Provides oversight, expertise, guidance, and program support for transportation related activities; (2) provides subject matter expertise on transit initiatives, facility master planning, and liaise with the community regarding transportation planning; (3) provides fleet management and shipping operations; (4) performs parking administration, commuter assistance, manages the Transportation Choices Program, employee housing and relocation services, and coordinates transportation services; (5) develops and implements CDC-wide policies, procedures, and criteria necessary to comply with federal and departmental regulations governing transportation and fleet management; (6) determines, recommends, and implements procedural changes needed to
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State of Connecticut Office of Policy and Management Budget and Financial Management

State of Connecticut Office of Policy and Management Budget and Financial Management

You are advised that the following allotments for the 4th Quarter Allotment of FY 2011-12 were approved by the Governor on March 28, 2012... To: Fiscal Officer -.[r]

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State of Connecticut Office of Policy and Management Budget and Financial Management

State of Connecticut Office of Policy and Management Budget and Financial Management

You are advised that the following allotments for the 1st Quarter of FY 2011-12 were approved by the Governor on August 31st 2011... To: Fiscal Officer -.[r]

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The role of knowledge in the project management office

The role of knowledge in the project management office

According to Standish Group (1995) in 1994, only 16% out of 175,000 Information Technology(IT) projects in the United State were successfully closed, in addition 31% of them failed and remained 53% struggled with about 190% overrun cost. The investigations have indicated that lack of application of Project Management (PM) practices is one of the main causes of project failure (Anbari F T, 2005; Desouza K C & Evaristo J R, 2006; The Standish Group, 1995; Whittaker B, 1999). These reports, alongside the other efforts, have led both academics/practitioners to develop PM methodologies and organizations to employ appropriate project management methods.
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EXECUTIVE OFFICE OF THE PRESIDENT OFFICE OF MANAGEMENT AND BUDGET WASHINGTON, D.C

EXECUTIVE OFFICE OF THE PRESIDENT OFFICE OF MANAGEMENT AND BUDGET WASHINGTON, D.C

Central to the value of any IT investment, requirements must be defined by both the users of the system and the officials responsible for the operations supported. Therefore, to ensure that system requirements are appropriately assembled and evaluated, OMB, in conjunction with OHS, will work with DHS component agencies in establishing a Homeland Security Business Systems IT Review Group. This Review Group will be responsible for defining high level requirements for IT to support effective management, and will make IT investment

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Creating a Project Management Office (PMO)

Creating a Project Management Office (PMO)

While the Project Management Institute (PMI) and other organizations have a library of tools and templates, internally generated tools should be given first consideration. One of the jobs of the PMO is to find what is already there and working well, and institutionalize it. After that, it makes sense to look outside the organization for best practices.

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