TUGAS

KEWIRAUSAHAA
Nama: Nim:
Yazid Ba'arram 41221110016

N MINGGU KE-4
resume dan presentasi dari kutipan buku ETHIC
THERE IS 11 POINT AT THIS
TOPIC
1 Establish the Purpose 7 Implement and Instruct
2 Collect Data 8 Review and Revise
3 Direct Activities 9 Discontinue when Appropriate
4 Aid Calculations 1 Conclusion
5 Save Time 0 Form
6 Create and 11
Develop
1. ESTABLISH
THE PURPOSE
Every form used in the practice should have a clear purpose. When
creating a new form, it is important to weigh the extra work the form will
create against the benefits management expects to gain once the form
has been implemented. A form should not overlap or duplicate
information that is already being obtained in another form. If created with
a clear purpose, forms can help solve or prevent a problem. As shown in
the examples in the box on the next page, forms can be developed to
collect data, direct activities, aid calculations, or save time.
2. COLLECT
DATA
Data collection forms are used to obtain information that will
aid the operation or affect the growth and improvement of
the veterinary practice. Some examples include client and
patient forms containing information for a new appointment,
flow sheets used to collect charges, client satisfaction
surveys, and financial estimate forms with client consent
signatures.
3. DIRECT
ACTIVITIES
Forms are often developed to direct the activities in a
practice. Examples of these types of forms include patient
care treatment sheets, flow sheets, and change-of-orders
sheets.
Typically, these types of forms are initially filled out b y a
specific team member — in many cases, the veterinarian —
and then are forwarded to other staff members, such as
those on the technical team.
4. AID
CALCULATIONS
If complex calculations are performed routinely, a special form can be
developed. This form can include information and progressive calculations
to help staff determine, for example, the amount of intravenous fluids to
administer to a patient, the amount of additive to place in the fluids, the
recipe for total parenteral nutrition, or the flow rate for a blood
transfusion. The staff could perform these calculations without a form, but
using a standardized form improves consistency and reduces calculation
errors by capturing and processing the information needed for the
calculation. Other types of forms include those used b y management to
analyze the finances of the practice and to create reports as needed.
5. SAVE
TIME
Forms can be used to save time because they can eliminate the need to
repeatedly write the same information. For example, checklists can be
used in medical records so that the veterinarian or staff member can
check off or circle information instead of having to write everything.
Electronic forms can save time b y reducing the need for data entry. For
example, new-client registration forms can be sent electronically to
computer-savvy clients; the clients can complete the forms on their
computer and return them via email before the scheduled appointment.
6. CREATE AND
DEVELOP
Regardless of the type of form, its creation should begin with its purpose
in mind. The practice owner or manager identifies the data that need to
be collected, the activity that needs to be directed, or the calculation
that needs to be performed. Sometimes, a staff member discovers a
problem that can be solved b y creating an appropriate form. A draft of
the form is then created to illustrate the format of the new form.
At this point, the team must be consulted. Staff members who will be
required to use the form should have input in this development phase.
The rough draft of the form should be disseminated, and feedback should
be solicited, either b y asking team members to submit individual
comments or b y arranging a group discussion. Management should
explain why the form is being developed and its purpose. Team members
should be encouraged to express any concerns at this stage. Staff need
to understand why the form is important to the practice and that their
buy-in is needed to implement the change successfully. The fact is, a
form that will not be used is not worth the paper it is printed on!
7. IMPLEMENT
AND
INSTRUCT
Once the form is finalized, it should be presented to the entire practice.
Staff meetings are a good time to announce the creation of a new form.
The team members who helped develop the form need to see the final
product, and the rest of the staff need to become familiar with the form.
Each person's role should be addressed (e.g., where this form will be filed
b y the reception staff). With the entire team present, management should
discuss why the form was developed, how it will be used, and what results
the practice is hoping to see from use of the new form. Once the form is
implemented, management must ensure that it is being used as intended.
Praise should be given to the team when the form is used correctly,
but consequences should result if a team member is purposely not
using the form or is using it incorrectly.
8. REVIEW
AND REVISE
A form is printed on paper, not written in stone. Protocols change and
evolve, good ideas come to light as the form is put into daily use, and
different data may need to be included or collected in the future. The
manager — or the supervisor of an area using particular forms — should
frequently initiate a review of the forms and update them regularly as
the practice evolves. For example, the technician supervisor should
initiate the review of all patient care forms, and the front office supervisor
should initiate the review of all client information forms. When a change is
made, the team must be informed and given new instructions. If the
change is significant, it is advisable to consult the initial development
team members and ask for their feedback again.
9. DISCONTINUE WHEN
APPROPRIATE
Some forms only serve a purpose for a specified period, whereas others
become obsolete over time. During the review process, the practice
manager should assess whether the form still has a purpose. If the form is
no longer considered useful, the manager should discontinue its use,
announce the change to the staff, and explain why the form is being
discontinued. It is important not to discontinue use of a specific form
without informing the staff because some team members may try to
continue using the form, or worse, others may assume that the form was
ineffective or that their refusal to use it resulted in its elimination.
10. CONCLUSION
11. FORM
is not just another four-letter word; forms can be an integral part of the
practice b y collecting necessary data, directing patient care, providing
consistent calculations, or helping to save time for the veterinarian and
staff. To get off to the right start, the reason for creating a form should
be identified first. Then, the staff should be involved in the development of
the form. Forms must be revised as needed and discarded once they have
served their purpose. B y reforming the forms in the practice, managers
will have a formula for success!
TERIMA KASIH!
Email baarramyazid@gmail.com.