The business acumen of Canadian plastic surgeons.
We as plastic surgeons are engrossed and consumed by our quest to optimize patient care. In so doing, we are often distracted by that aspect of our practice which has direct bearing on patient care yet for which we are the least prepared--the business aspect. The entire population of Canadian plastic surgeons was surveyed in an effort to establish real and perceived needs of this group with respect to the business management of their practices. The survey elicited demographic information, information on business educational background, interest, and current commitment in acquiring business knowledge, and a final category of questions dealing with how well these surgeons function as business managers. Of the 315 plastic surgeons surveyed, 122 (39 percent) responded, which, in and of itself, indicates an interest in this aspect of their practices. Twelve respondents were excluded from the study for various reasons. Eighty of the 110 remaining respondents (72 percent) used a hospital-integrated facility for both emergency and elective outpatient procedures. Eighty-four of the 110 respondents (76 percent) indicated that 10 percent of their hours per week of inpatient booked operating time was canceled. Ninety-three percent of respondents felt that a business course to familiarize surgeons with common business situations and areas of personal finance would be beneficial. Few were previously educated in business, and similarly, few had great ongoing interest in business, although the majority of respondents used publications specifically dealing with financial matters (provided by the Canadian Medical Association). Twenty-three percent of respondents saw themselves in a growing role as businesspeople; 24 percent felt this dual role was enjoyable, while 29 percent felt this role was forced on them. A total of 21 percent of respondents did not see themselves as businesspeople at all. The six basic functions of a manager (planning, acquiring, organizing, actuating, controlling, and evaluating) were all made use of by these practicing surgeons, although the evaluating and controlling functions seemed to predominate managerial time. These surgeons do recognize, for the most part, that a surgical practice is a form of business enterprise as well as a professional endeavor. Patient care, which is of paramount importance, is affected by the business aspect of our practices. The Canadian plastic surgeons surveyed have expressed the lack of business education and training as a problem. In the present medical environment, we need to be more responsible and efficient in our business practices through education and training in this aspect of our practices.(ABSTRACT TRUNCATED AT 400 WORDS)
Bliss
J A
JA
Plastic Surgery Center of Dallas, TX, USA.
Caputy
G G
GG
D000328:Adult; D002170:Canada; D003132:Commerce; D005376:Financial Management; D006801:Humans; D010559:Personnel Management; D010934:Planning Techniques; D011216:Practice Management, Medical / Q000706:statistics & numerical data*; D013518:Surgery, Plastic / Q000191:economics / Q000458:organization & administration* / Q000706:statistics & numerical data; D011795:Surveys and Questionnaires; D013996:Time and Motion Studies; D016526:Workload