Managing a Dental Practice the Genghis Khan Way

2011 winner of the Diagram prize for oddest book title of the year! Click here to read the full story on the BBC website. The parallel aims of a dental practice are to deliver excellent patient care through highly trained and motivated employees and to maximise income and profit. Achieving these aims as a practice manager demands a clear vision sound preparation planning and marshalling of resources broad business knowledge an understanding of a rapidly changing world and above all wise judgement. So why Genghis Khan? Although some in the West see him in negative terms the Mongol leader created one of the world's greatest empires. His hugely successful strategies included intelligence gathering understanding his rivals' motivations being quick to learn and adopt new technologies and ideas and successful people management. Genghis Khan is one of history's most charismatic and dynamic leaders - and you will need all his skill strength and tenacity to succeed in both dentistry and business. This 'how to.' book on survival and empire-building in the dentistry business is ideal for anyone who owns aspires to own or is involved in managing a practice. It contains advice relevant to both small and large practices to dentists working in the National Health Service (NHS) and private practice and to general and specialist practices.

Table of Contents:

PREPARATION. Preparation. PURCHASE. Do You Really Want to Own a Practice? The Process of Buying an Existing Practice. Incorporation. Staying Where You Are: Buying (into) the Practice in which You Currently Work. Setting Up from Scratch. How Can I Find Out What Being My Own Boss Will Be Like? PEOPLE. Developing the Core Values of Your Practice. Managing Patients. Managing Employees. The Practice Manager. PLANNING. Business Planning. Strategic Planning. Financial Planning. Marketing Planning. Do More Better. POLICIES AND PROCEDURES. Policies. Procedures. Compliance. Managing the Care Quality Commission. Managing Change. Succession Planning: Your Exit Strategy. A Final Thought.

Michael R. Young, BA, BDS, MSc, is a former clinician, practice owner, and independent clinical negligence expert witness. His practice was one of the first in the UK to be awarded the British Dental Association Good Practice. Dr. Young is also a highly respected and much sought-after writer who has for many years been a regular contributor to various dental and non-dental publications around the world. He has contributed to books as well as the New Law Journal and to Solicitors Journal. As well as being a dental graduate, Dr. Young holds a BA in classics and history. In his spare time he likes to write fiction. He has written a play, a short story, and one piece of flash fiction.

"This brilliant book is comprehensive and covers all aspects of management that you could possibly need in your day-to-day role … The busy manager will have no difficulty finding exactly what they want … There are step-by-step action plans for you to follow, with great advice on what to do and what not to do… I would recommend this book to everyone working in dental practice…"
—Niki Boersma, President, Association of Dental Administrators and Managers (From the Foreword)

Praise for previous editions:
"There are no secret formulas here, just practical advice told in an honest manner that aims to help readers avoid expensive and stressful mistakes."
—Dentistry Tribune
"Written from the pen of experience, this book seeks to provide a clear and logical framework for those wishing to establish an effective and efficient management model in dental practice."
—British Dental Journal

"The whole text is set in a logical order. The language used is simple. Bullets and points have been used at most of the places. This enables key concepts to be understood easily."
—Guident
"This book is, in my opinion, a gem to have to hand in these uncertain times. There are parts of this book for everyone, but for those involved in management of any sort, it will be the book as a whole which will be of use presently and in times to come."
—Team in Practice