explain the analytical approach/process of accounting in healthcare?
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hmmm!\nHow about these two sites for you>>>\n PROCESS IMPROVEMENTFile Format: Microsoft Word - View as HTML\nThere are things happening in healthcare that we never dreamed of years ago. ... If you doubt this, then help the folks in Patient Accounting explain a bill ...\nwww.shsweb.org/resources/tools/TQM_Textbook.doc - Similar pages \n\n\n[PDF] Health Information Security & Privacy Collaboration (HISPC) RFPFile Format: PDF/Adobe Acrobat - View as HTML\nSubcontractor Cost Accounting Standards Notices and Certifications (No Change) ... The Technical Proposal shall clearly describe the approach, process, ...\nwww.rti.org/files/HISPC_RFP_Amend1.pdf - Similar pages
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Google that and you will find as I did that there is a wealth of information on external environment analysis within health care!!!\n\nGood Luck!!!
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I'm not exactly sure what your question is.  I'm guessing you are talking about something like Accounts Receivable or Accounts Payables. Companies set up different accounts to keep track of each customer or supplier.  \n\nCompanies set up different Payable accounts for people who they owe money to, so they can determine how much they owe to each person and if it has been paid.  All the Payable accounts together add up to the amount owed to suppliers. It also makes it easier to keep track of expenses. \n\nLikewise with Receivable accounts, different accounts are set up to show which customer has made purchases, how much has been paid, and how much they still owe.  This is a good way to keep track of revenues.
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http://ge.com/en/product/business/healthcare.htm
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In budgeting or (management accounting in general) variance analysis is a tool of budgetary control by evaluation of performance by means of variances between budgeted, planned or standard amount and the actual amount incurred/sold. Variance analysis can be carried for both costs and revenues.\n\nhttp://en.wikipedia.org/wiki/Variance_analysis_(accounting)\n\nTypes of variances\nVariances can be divided according to their effect or nature of the underlying amounts.\n\nWhen effect of variance is concerned, there are two types of variances:\n\nWhen actual results are better than expected results given variance is described as favourable variance. In common use favourable variance is denoted by the letter F - usually in parentheses (F). \nWhen actual results are worse than expected results given variance is described as adverse variance, or unfavourable variance. In common use adverse variance is denoted by the letter A or the letter U - usually in parentheses (A). \nThe second typology (according to the nature the underlying amount) is determined by the needs of users of the variance information and may include e.g.:\n\nVariable cost variances \nDirect material variances \nDirect labour variances \nVariable production overhead variances \nFixed production overhead variances \nSales variances \n\nhttp://en.wikipedia.org/wiki/Variance_%28accounting%29
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try this site\n\nIt has got one of the best explanations on accounting..\n\nhttp://www.futureaccountant.com/accounting-process/\n\nthey have got free online classes..
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(m)\n\nThe process of consuming data from different financial systems and combining that information through aggregation and consolidation to create financial analytic views and comprehensive financial statements, which are compliant with accounting and financial reporting standards.*
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try this site..\n\n\nhttp://www.futureaccountant.com/process-costing/study-notes/\n\nhttp://www.futureaccountant.com/standard-costing-variance-analysis/study-notes/
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management accounting is concerned with providing internal information for running a company.\n\nfinancial accounting is more for public consumption to convey business results.\n\ntax accounting is, you guessed it, to deal with paying the evil taxes.
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For now this job is staying in house or locally. The computerized(EHR or PHR) health records are not developed enough for them to electronically bill on their own. And the paper record needs to stay in house (HIPAA) so they need people on staff that can perform billing. Billing is SO  important to organizations... duh its how they make their money. They want people that can maximize teh number of items billed. So they want people that know what they are doing. There is a lot to memorize but there are numerous computer and text resources to assist you in your job, after you have been doing it for a while it will become second nature.\nAlso, in another five to ten years experienced billers will find more opportunities in the electronic health record field so if you stick to it and do well you may be looking at some good money!
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Behavioral accounting concerns itself with human behavior as it relates to accounting information and problems. Its basic objective is to explain and predict human behavior in all possible accounting contexts. \nBehavioral accounting provides a framework and set of techniques:\n\nFor understanding and measuring the impact of business processes on people and company performance \nFor measuring and reporting the opinions and behaviors relevant to strategic planning \nFor influencing opinions and behavior to ensure the successful implementation of company policy and innovation.
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I am a public accountant who deals with small businesses.  I like to think of accounting as detective work with numbers.  When a client supplies me with information, I go through the numbers and see which ones are innocent (ie clean), and which ones are guilty.  I keep my clients on the straight and narrow by reporting ALL their income, and finding ALL the appropriate deductions.   I interview the clients to get more information, I do research on the internet to learn more about the client's vendors, and I consult with colleagues to discuss best procedures.  It can be a rewarding job.
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Cost accounting is the process of tracking, recording and analyzing costs associated with the products or activities of an organization. In modern accounting, costs are measured in accordance with the Generally Accepted Accounting Principles (GAAP). GAAP reporting records historical events and assigns a monetary value to each event that has taken place. Costs are measured in units of currency by convention. Cost accounting could also be defined as a kind of management accounting that translates the Supply Chain (the series of events in the production process that, in concert, result in a product) into financial values. Managers use cost accounting to support decision making to reduce a company's costs and improve its profitability.\n\nThere are at least four approaches:\n\n    * Standard Cost Accounting\n    * Activity-based Costing\n    * Throughput Accounting\n    * Marginal Costing\n\n\nOrigins\n\nCost accounting has long been used to help managers understand the costs of running a business. Modern cost accounting originated during the industrial revolution, when the complexities of running a large scale business led to the development of systems for recording and tracking costs to help business owners and managers make decisions.\n\nIn the early industrial age, most of the costs incurred by a business were what modern accountants call "variable costs" because they varied directly with the amount of production. Money was spent on labor, raw materials, power to run a factory, etc. in direct proportion to production. Managers could simply total the variable costs for a product and use this as a rough guide for decision-making.\n\nSome costs tend to remain the same even during busy periods, unlike variable costs which rise and fall with volume of work. Over time, the importance of these "fixed costs" has become more important to managers. Examples of fixed costs include the depreciation of plant and equipment, and the cost of departments such as maintenance, tooling, production control, purchasing, quality control, storage and handling, plant supervision and engineering. In the early twentieth century, these costs were of little importance to most businesses. However, in the twenty-first century, these costs are often more important than the variable cost of a product, and allocating them to a broad range of products can lead to bad decision making. Managers must understand fixed costs in order to make decisions about products and pricing.\n\nFor example: A company produced railway coaches and had only one product. To make each coach, the company needed to purchase $60 of raw materials and components, and pay 6 laborers $40 each. Therefore, total variable cost for each coach was $300. Knowing that making a coach required spending $300, managers knew they couldn't sell below that price without losing money on each coach. Any price above $300 became a contribution to the fixed costs of the company. If the fixed costs were, say, $1000 per month for rent, insurance and owner's salary, the company could therefore sell 5 coaches per month for a total of $3000 (priced at $600 each), or 10 coaches for a total of $4500 (priced at $450 each), and make a profit of $500 in both cases.
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Step 1: Find the Revenue per surgery, using only the amount of money spent on the surgery itself.\nPayment: $1000\nCosts: $380 in supplies, $15 in flowers, $20 * .25 in glasses ($20 * the 25% of people who need it = $400/patient\n\nRevenue = payment - cost = $1000 - $400 = $600/case\n\nStep 2: Find the annual costs.\nThe fixed costs are from the cost of the room itself (180K) and the salaries of the staff (270K).\nFixed costs: $180K + $270K = $450K.\n\nThere are no variable annual costs given in the problem, so you only need to worry about the fixed annual costs.\n\nStep 3: Find break even point.\nThe break even point is where the number of cases * the revenue/case equals the fixed costs.\nx * $600 = $450K\nx = $450K / $600 = 750 surgeries (solution)
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This type of report is not one that is automatically generated by most accounting software, nor is it one that is normally produced by your accountant, but it is an important analysis for you to have and understand. For any new business, you should predict what gross sales volume level you will have to achieve before you reach the break-even point and then, of course, build to make a profit. For early-stage businesses, you should be able to assess your early prediction and determine how accurate they were, and monitor whether you are actually on track to make the profits you need. Even the mature business would be wise to look at their current break-even point and perhaps find ways to lower that benchmark to increase profits. The recent massive layoffs at large corporations are directed at this goal, lowering the break-even point and increasing profits. \n\n\n*Break-Even Is the Volume Where All Fixed Expenses Are Covered*\n\nYou will start a break-even analysis by establishing all the fixed (overhead) expenses of your business. Since most of these are done on a monthly basis, don’t forget to include the estimated monthly amount of line items that are normally paid on a quarterly or annual basis such as payroll taxes or insurance. For example, if your annual insurance charge is $9,000, use 1/12 of that, or $750 as part of your monthly budget. With the semivariable expense (such as phone charges, travel, and marketing), use that portion that you expect to spend each and every month. \n\nFor the purpose of a model break-even, let’s assume that the fixed expenses look as follows: \n\nAdministrative salaries     $1,500\nRent     800\nUtilities     300\nInsurance    150\nTaxes     210\nTelephone     240\nAuto expense     400\nSupplies     100\nSales and marketing     300\nInterest     100\nMiscellaneous     400\nTotal     $4,500\n\nThese are the expenses that must be covered by your gross profit. Assuming that the gross profit margin is 30 percent, what volume must you have to cover this expense? The answer in this case is 15,000—30 percent of that amount is $4,500, which is your target number. \n\nThe two critical numbers in these calculations are the total of the fixed expense and the percentage of gross profit margin. If your fixed expense is $10,000 and your gross profit margin is 25 percent, your break-even volume must be $40,000. \n\n\n*This Is Not a Static Number*\n\nYou may do a break-even analysis before you even begin your business and determine that your gross margin will come in at a certain percentage and your fixed expense budget will be set at a certain level. You will then be able to establish that your business will break even (and then go on to a profit) at a certain level of sales volume. But your prestart projections and your operating realities may be very different. After three to six months in business, you should compare projections to the real-world results and reassess, if necessary, what volume is required to reach break-even levels. \n\nAlong the way, expenses tend to creep up in both the direct and indirect categories, and you may fall below the break-even volume because you think it is lower than it has become. Take your profit and loss statement every six months or so and refigure your break-even target number.\n\n\n*Ways to Lower Break-Even*\n\nThere are three ways to lower your break-even volume, only two of them involve cost controls (which should always be your goal on an ongoing basis). \n\n1. Lower direct costs, which will raise the gross margin. Be more diligent about purchasing material, controlling inventory, or increasing the productivity of your labor by more cost effective scheduling or adding more efficient technology. \n\n2. Exercise cost controls on your fixed expense, and lower the necessary total dollars. Be careful when cutting expenses that you do so with an overall plan in mind. You can cut too deeply as well as too little and cause distress among workers, or you may pull back
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try this site \n\nhttp://www.futureaccountant.com/process-costing/
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In computerised accounting everything from journal to preparation of final accounts is done automatically. you can get some financial analysis also. There is more accuracy and speed in computerised accounting than manual accounting...a book keeper need not know everything about accouting to use accounting software...with little accounting knowledge he can do his job efficiently ...the burden for accountant is also reduced...he need not prepare financial reports and  his job function is limited to analysis only... \n\nIn manual accounting the whole burden of preparation of financial reports and analysis lies on the accountant.\n\nhttp://www.futureaccountant.com/\nhttp://www.schoolingkids.com