3 answers
Jacqueline
Student
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What does a typical day look like working in Medical Administration?
What are some daily steps and procedures you go through while working in Medical Administration?
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3 answers
ANDI SANDEN
AZ2, US NAVY
47
Answers
Jacksonville, Florida
Updated
ANDI’s Answer
I was a medical administrative assistant in a family practice.
Mine involved patient interaction, scheduling tests and clearances with other facilities, insurance calls, prior authorizations, and ordering supplies.
I was at a desk, on the computer, most of the day and a great deal of that was on the phone.
Mine involved patient interaction, scheduling tests and clearances with other facilities, insurance calls, prior authorizations, and ordering supplies.
I was at a desk, on the computer, most of the day and a great deal of that was on the phone.
Nola Jones
surgical Technologist
2
Answers
Norman, Oklahoma
Updated
Nola’s Answer
The morning are started by walking around the facility; chatting with patients and staff. Looking at facility to see how it looks and anything that needs to be improved. After that check emails, follow up on all department needs. Then a meeting with the department heads to talk about what’s going on that day. That’s just a normal day up to 11am!
JoNel .
Respiratory Therapist ; Clinical Liaison
5
Answers
Westlake, Ohio
Updated
JoNel’s Answer
I was a Director of Respiratory Therapy in post acute hospital.
My day looked close to this:
First I would sleep with my phone near, for late or early call offs in staffing. Should we have too many call offs, my day would turn from admin to staff/admin. *You can't ignore your staff, if they feel supported they will go all the way for you. Mainly because they know yiu would for them (with in reason) Anyway!
0800Arrive to the hospital.
Do a walk through. Check out the different areas, see what the atmosphere is like for the day. Is the staff running late due to unexpected emergency? are they all present? is there something I need to address quickly?
*Say hello! No one likes a admin who hides. Look over our patient census.
0900 head to morning Meeting, included our hospital CEO, CNO, DQM, HR, and dept heads like myself that run the hospital. We would go over our in house census, admissions coming in, review our daily/ monthly budget. Additional announcements- orientation, open positions, admin that are off.
1000- again round with my staff for updates on the current patients medical status.
If it was a Wednesday 1000-1200 all departments heads meet in conference room to discuss each patients medical status, progressing, not progressing, why or why not and can we work through it?
1100- work on reports- review billing for our services- done daily/every 2 days- to reduce medical billing errors, that eventually go to patients individual insurance bill. If they find discrepancies, this becomes a problem for the hospital to receive reimbursement from insurance.
If it was a Thursday 1100 meeting with "leadership" department heads. Discuss and develop plan for following, if appropriate, how many open positions in the Hospital?, how to solve it if no applications?, status on preformance and if we are applying to any awards or accreditations. Future surveys coming- ODH, TJC? (surveys must go well bc they are who coninue our accreditation allowing us to remain open).
1200 lunch, depending on workload, with coworkers or in my office.
After lunch if there were interviews, I would schedule them now.
100p Equipment checks for biomed requirements. Check the lab room for malfunctioning equipment log Temps etc
200p Round again with my staff for updates on patients. If low census, send someone home for labor.
If it was a Tuesday 200p patient satisfactory action team meeting- this is where we discuss previous patient surveys that rate our hospital on care provided etc. Vote on staff member of the month. Plan fun events for staff if upcoming holidays/season to keep up morale.
*Critical care or any level of care can be taxing and mentally draining for staff as well as patients.
300p Log labor for the day, review labor suggestions for current patients census and acuity for remainder of the week.
330p put together topics for next department meeting, new policies, current events, goals, what we need to work on for improvement
400p double check night staff. Work on filling holes in schedule. Update employee check offs, for current skills. Check Oxygen supply. Order equipment if needed. Check for PTO requests.
500p Put nightshift assignments together, if fully staffed and no call offs, head home.
Very basic day with no excitement. Most days 2-3 of these things would be completed. Typical day is interrupted by patient family needing to discuss care plan or updates, code blues, rapid responses, other emergencies.
My day looked close to this:
First I would sleep with my phone near, for late or early call offs in staffing. Should we have too many call offs, my day would turn from admin to staff/admin. *You can't ignore your staff, if they feel supported they will go all the way for you. Mainly because they know yiu would for them (with in reason) Anyway!
0800Arrive to the hospital.
Do a walk through. Check out the different areas, see what the atmosphere is like for the day. Is the staff running late due to unexpected emergency? are they all present? is there something I need to address quickly?
*Say hello! No one likes a admin who hides. Look over our patient census.
0900 head to morning Meeting, included our hospital CEO, CNO, DQM, HR, and dept heads like myself that run the hospital. We would go over our in house census, admissions coming in, review our daily/ monthly budget. Additional announcements- orientation, open positions, admin that are off.
1000- again round with my staff for updates on the current patients medical status.
If it was a Wednesday 1000-1200 all departments heads meet in conference room to discuss each patients medical status, progressing, not progressing, why or why not and can we work through it?
1100- work on reports- review billing for our services- done daily/every 2 days- to reduce medical billing errors, that eventually go to patients individual insurance bill. If they find discrepancies, this becomes a problem for the hospital to receive reimbursement from insurance.
If it was a Thursday 1100 meeting with "leadership" department heads. Discuss and develop plan for following, if appropriate, how many open positions in the Hospital?, how to solve it if no applications?, status on preformance and if we are applying to any awards or accreditations. Future surveys coming- ODH, TJC? (surveys must go well bc they are who coninue our accreditation allowing us to remain open).
1200 lunch, depending on workload, with coworkers or in my office.
After lunch if there were interviews, I would schedule them now.
100p Equipment checks for biomed requirements. Check the lab room for malfunctioning equipment log Temps etc
200p Round again with my staff for updates on patients. If low census, send someone home for labor.
If it was a Tuesday 200p patient satisfactory action team meeting- this is where we discuss previous patient surveys that rate our hospital on care provided etc. Vote on staff member of the month. Plan fun events for staff if upcoming holidays/season to keep up morale.
*Critical care or any level of care can be taxing and mentally draining for staff as well as patients.
300p Log labor for the day, review labor suggestions for current patients census and acuity for remainder of the week.
330p put together topics for next department meeting, new policies, current events, goals, what we need to work on for improvement
400p double check night staff. Work on filling holes in schedule. Update employee check offs, for current skills. Check Oxygen supply. Order equipment if needed. Check for PTO requests.
500p Put nightshift assignments together, if fully staffed and no call offs, head home.
Very basic day with no excitement. Most days 2-3 of these things would be completed. Typical day is interrupted by patient family needing to discuss care plan or updates, code blues, rapid responses, other emergencies.