Case Study | DBA Quick Reference Guide

Running head:CASE STUDY-DBA QUICK REFERENCE GUIDE
CASE STUDY-DBA QUICK REFERENCE GUIDE
Name of the student
Name of the university
Author note

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:CASE STUDY-DBA QUICK REFERENCE GUIDE
Job description
Everyday operations are as critical in the dental clinic as long-term expectations for the
future. A business career focuses on IT, leadership dynamics and ultimately on ethics, foreign
affairs and patient outcome. There is incredible space in the field for production. The DBA
has to establish and enforce departmental or organizational priorities, strategies and
procedures. Guiding and supervising the administrative and operational operations of Bow
Valley Dental Clinic is another key role of this job. To justify the role of DBA, he/she has to
manage the general task related to product making and service provision. The capability of
implementing new technology in the workplace through innovative ideas is another main
criteria of this job. This job role involves consulting other executives board members and
staffs about the operations. Appointing head of department, manager and approving
agreements and contracts is also a part of this job. The DBA needs to analyze revenue
records, financial statements and other performance measures efficiently. The DBA's role
includes identification of areas for cost-saving and enhancing efficiency, policies and
programs (Brondani, Wallace & Donnelly, 2019).
Daily task checklist
 To ensure outstanding patient care facilities, schedule and handle dental office
operations and supervising daily office operations and provides guidance and
direction to staff as needed.
 Ensuring careful management of medical appointments, cancellations and last-
minute changes and assisting in planning budgets and in handling expenditures.
 Assisting in employee performance appraisal, promotion, firing and retention
practices of employees and addressing patient questions and concerns, and ensure
patient satisfaction.

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:CASE STUDY-DBA QUICK REFERENCE GUIDE
 Supervising hospital claim assessments and managing bill compensation insurance
department along with that maintaining safe, secure, and coordinated treatment
facilities.
 Evaluating and accept workplace holidays, sick leave and unpaid leave and
supervising shift based personnel scheduling to ensure maximum coverage.
 Communicate regularly with each department to deal with challenges, find
potential opportunities and create trust and accountability and in addition to this
mediating personnel problems and promote contact between managers and staff.
 Working with finance and accounting to reduce duplication and make each task
more efficient and assessing budget plans and control investments and
expenditures.
Opening the Office checklist
 He/ she needs to reach the office at least five minutes before the shift timing. A DBA
must come prepared by revising on previous achievement and goals that need to be
achieved. A meeting with all the staffs with the day's goal needs to be done at the
proper time.
 Next step is to ensure that the receptionist is keeping a daily record filled with all the
necessary information and along with that a quick review on the schedule and patient
charts are necessary.
 Motivating employees to increase their performance by the next day and provide an
agreement from the team to meet the target for the day of the development and the
patient visit.
 Then start entry of the patients on scheduled time. Stay on schedule during the day,
thus generating extra production in collaboration with the workers as required.
 Ensure that the patients don't face any problem and checkup is done as per booking.

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Closing the Office checklist
 Before closing the office, the DBA must check receivable accounts with accounts
manager. Ensure the follow up on past due accounts.
 Connect with the coordinator for scheduling. Find out how many new patients are
coming for a checkup and how much development will be booked for the next day
and two weeks to come.
 All the paperwork must be completed, and all the backlogs need to be managed before
the day ends.
 Meet each employee individually and ask how each person is doing and what
assistance they need to get better educated or develop their skill sets. Make sure the
support they need is followed through.
 All contact is responded to or filed daily. Be a clear example of how to address
communications quickly. In addition to this, when asked about anything already
addressed in the policy or procedures, refer workers to written procedures.
Best Practice List
 Scheduling appointments
1. Where the appointment is due
2. When the appointment is scheduled
3. When the appointment will end (Feldman et al., 2014)
 Records management
1. Scientific Re-assessment & Segregation
2. Categorization, sorting, and indexing
3. Safe safety, packing and labeling
4. Introduce a program for fast record recovery
5. Introduce record Storage and Network Information Protection

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 Recall systems
1. Establish a Plan for Dental Recall
2. Assign 1 person to track the recall of patients
3. Define goals to consider with your dental practice
4. Using a Program for Patient Contact
 Inventory and supplies management
1. Products are products which have the highest annual sales value.
2. B things are members of the interclass.
3. C products have the lowest value for consumption
 Telephone etiquette
1. Sign in at the beginning of all calls.
2. Be alert to the vocal sound.
3. Think of what you want to tell and address AND put a call
4. Develop the habit of always turning your mobile phone ringer off during a
meeting (Mohamad et al, 2014)
 Mail management
1. A/B testing- logo placement, font colour, layout, size and text of the
headline
2. Keep in check of the bounce rate
3. Data cleanliness
4. Dynamic content
 Customer service
1. A: Attention.
2. B: Behavior.
3. C: Communicate.

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4. D: Dedication.
5. E: Empathy.
6. F: Feedback (Customer Feedback)
7. G: Growth (in the Customer's Knowledgebase)

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References
Brondani, M., Wallace, B., & Donnelly, L. R. (2019). Dental Insurance and Treatment
Patterns at a Not-For-Profit Community Dental Clinic. J Can Dent Assoc, 85(j10),
1488-2159.
Feldman, J., Liu, N., Topaloglu, H., & Ziya, S. (2014). Appointment scheduling under patient
preference and no-show behavior. Operations Research, 62(4), 794-811.
Mohamad, S. H., Othman, N. A., Jabar, J., Majid, I. A., & Kamarudin, M. F. (2014). The
impact of customer relationship management on small and medium enterprises
performance. The Journal of Technology Management and Technopreneurship
(JTMT), 2(2).