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Monthly Archives July 2011

APA Dr. Cue Instruction – Dr. Cue Pool Lesson 20: Stroke Practice With Barrier Training! – Dr. Cue Pool Lesson 20: Stroke Practice With Barrier Training – Developing a straight stroke means that the muscle memory of the stroking movement must be trained to go straight. The diamonds on the rail tops provide a natural method of doing this. In addition, a unique “barrier” technique for conditioning the proper muscle memory of a topflight stroke can help tremendously. A few minutes a day with either of these stroke enhancers will assure a higher degree of shot success and game victory!

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How To Start A Career In Social Work

Over 600,000 social workers strive every day to make a positive impact on the lives of others. If you’re passionate about helping individuals, families, organizations, and communities, a career in social work might be right for you. Social workers find themselves helping people from all walks of life in a variety of atmospheres from schools to hospitals to prisons to nursing homes and handle casework, policy analysis, research, counseling, and teaching. They deal with issues such as poverty, abuse, addiction, unemployment, death, divorce, and physical illness. If a career switch to social work appeals to you, following is a brief background of social work basics and how to make a smooth transition.

Career Outlook: According to the U.S. Department of Labor’s Bureau of Labor Statistics (BLS), the social work profession is expected to grow by 30% by 2010 and is expected to grow faster than average for all occupations through 2014.

Median Annual Earnings for Social Workers (U.S., 2004)

• Child, Family, And School Social Workers: $34,820

• Medical And Public Health Social Workers: $40,080

• Mental Health And Substance Abuse Social Workers: $33,920

• All Other Social Workers: $39,440

Education Requirements: All social workers must have a bachelors (BSW), masters (MSW), or doctoral degree (DSW or Ph.D.) and complete a predetermined number of hours in supervised fieldwork. Social workers also have to graduate from a program accredited by the Council on Social Work Education (CSWE). The CSWE reports that in 2004 there were 442 BSW programs and 168 MSW programs. While some people work with only a BSW, career options are more limited, so the MSW or DSW is more common.

• BSW: Accredited BSW programs typically take four years to complete and require 400 hours of supervised field experience. With a BSW, a graduate can work in an entry-level position, such as a caseworker.

• MSW: An MSW requires two years of study and has a prerequisite of an undergraduate degree in social work, psychology, or a similar field. An MSW allows a social worker to work in a clinical setting to diagnose and treat psychological problems.

• DSW: A doctoral degree takes anywhere from 4-7 years. A DSW has extensive training in therapy and research and is qualified to teach in a university setting.

If you lack the educational or professional background, an associate’s degree may be a good place to start to see if you’re willing to make the necessary educational commitment.

For information regarding accredited social work programs, visit the Council on Social Work Education’s website:

Licensing and Exams: Social workers must be licensed. For licensing purposes, each state has its own requirements, but an MSW is usually a minimum. In addition, licensing requires 2 years or 3,000 hours of supervised clinical experience.

After completing school and hour requirements, social work candidates must pass an exam. The Association of Social Work Boards (ASWB) develops and maintains four categories of social work licensure examinations: Bachelors, Masters, Advanced Generalist, and Clinical. Candidates should check with individual boards to find out which examinations are appropriate for the jurisdiction where they want to be licensed.

According to the ASWB’s website:

“Each examination contains 170 four-option multiple choice questions designed to measure minimum competencies at four categories of practice. Only 150 of the 170 items are scored; the remaining 20 questions are “pretest” items included to measure their effectiveness as items on future examinations. These pretest items are scattered randomly throughout the examination. Candidates have four hours to complete the test, which is administered electronically.”

For information on state licensing requirements, see the Association of Social Work Boards website:

For information on exams, visit

Continuing Education: As part of renewing licenses every two years, almost all states require continuing education (CE) courses. Each state’s CE requirements vary in number of hours and approved courses, so be sure to check with the board over your jurisdiction to make sure you are in compliance with CE requirements. Many courses are available online, at sites such as, which save time and money.

Types of Licenses: There are several different kinds of licenses available:

L.C.S.W. (or A.C.S.W., L.C.S., L.I.C.S.W., C.S.W.)

The licensed clinical social worker has a graduate academic degree, has completed supervised clinical work experience and has passed a national- or state-certified licensing exam. This advanced practitioner holds a license that allows him or her to receive health-care insurance reimbursements. (National Association of Social Workers)

SSW: School social work is a specialized area of practice within the broad field of the social work profession. School social workers bring unique knowledge and skills to the school system and the student services team. School social workers are instrumental in furthering the purpose of the schools: to provide a setting for teaching, learning, and for the attainment of competence and confidence. School social workers are hired by school districts to enhance the district’s ability to meet its academic mission, especially where home, school and community collaboration is the key to achieving that mission. (School Social Work Association of America)

Other specialties and certifications, offered by the National Association of Social Workers, include:

• Academy of Certified Social Workers (ACSW)

• Qualified Clinical Social Worker (QCSW)

• Diplomate in Clinical Social Work (DCSW)

• Certified Clinical Alcohol, Tobacco and Other Drugs Social Worker (C-CATODSW)

• Certified Advanced Children, Youth, and Family Social Worker (C-ACYFSW)

• Certified Children, Youth, and Family Social Worker (C-CYFSW)

• Certified Advanced Social Work Case Manager (C-ASWCM)

• Certified Social Work Case Manager (C-SWCM)

• Certified Social Worker in Health Care (C-SWHC)

• Certified School Social Work Specialist (C-SSWS)

Rob Zawrotny

Managing Dental Practices : Get a Constant Flow of Dental Patients to Promote the Growth of Your Dental Business


Having a constant flow of patients for the growth of your dental practices as you are managing it could be quite a challenge in your part as a dentist. You see, even the greatest dentist in the world goes broke without a constant stream of new patients who pay, stay and refer in their practice. Now, how do you cope up with this fact in the growth of your dental practices as you are managing it? This article will show you strategies on how to deal with such a challenge as you are managing the growth of your dental practices.


Have A Constant Stream Of Specific High Quality Patients :


Creating a constant stream of specific high quality new patients is very necessary in managing your dental practices. Attract the precise type of patients that you want to come into your practice, who accept your treatment recommendations (and if these patients refer as well), and this is going to be a good start for you in your dental business. Keep the flow of new fresh patients coming in to your dental practice to promote the growth of your business.


Reactivate Your Dental Patients


The hidden goldmine within your dental practice is always the inactive and unfinished treatment base. What you should do is go after this hidden goldmine as you are managing the growth of your dental practices. This can be done through many ways: send out 3 step to 4 step direct mail campaign; offer your patients credits towards any cosmetic dentistry (credit any kind of whitening,etc.); do voice broadcast to your patients’ homes or phone calls (this always works tremendously); or go for e-mails ( the use of e-mails as a multimedia approach is one of the most powerful way to do it!).


Create A Referral System In Your Practice


Another way to promote the growth in your dental practices as you are managing it is to create a referral system that gets people to bring a flood of referrals to your dental practice. If the referral system is based on your own efforts, then you do not have a true system in place. Having a great referral system means having a team-generated and team-oriented system in your dental practice. The team has a responsibility and accountability for those results as well.


Get Patients To Choose More Services From You


Getting existing patients to choose more services from you is another good strategy to promote growth in your dental practices as you are managing it. Whether you do an Invisalign, implants, veneers, TMJ… for people it really doesn’t matter. You think your patients know this stuff because it’s your life, but they really don’t; because they’re so busy dealing with their own lives. Pick one or two of your services a month that you want to promote through your newsletter, postcard or e-mail. It is necessary that you remind your patients of the other services that you have in your dental practice. With this, you will get dental patients to choose more of your services, and also you get more word of mouth by just talking to your existing dental patients about the services that you have and the problems that they can solve. With this, existing patients will refer people more often.


As you are managing your dental practices, these good strategies will give you a constant flow of patients in your dental practice. These will also help you in promoting the growth of your dental practices as well.

Darcy Juarez

Top 5 Reasons Why There Is A Medical Collection Problem

Over the years there has been a marked increase in medical collection problems. A recent controversial case involves an attempt by the Aargon Collection Agency to recover more than half a billion dollars written off as bad debts by UMC. According to news reports, UMC sold their half a billion worth of bad debts to a third party called Orion Portfolio for $8.5 million. Orion in turn hired Aargon, a professional collections agency, to collect the debts from the patients. The controversy has since generated threats of a class suit, multitudes of complaints and a closer examination of the medical collection practice.

The heart of the problem, as pointed out by experts and former patients, is the ineffectual billing practices of UMC and other hospitals. In the case of UMC, the hospital failed to bill the insurance and HMO companies of their former patients. To make matters worse, they included these neglected bills with their bad debts which they sold to a third party.

Another reason for the growing medical collection problem is the ambiguity of the coverage of certain insurance and HMO policies. Clients take out a policy not having a clear understanding of their coverage. This lack of understanding can be attributed to the clients’ negligence, over zealousness of the agent to make a sale or both.

A third reason is in the hierarchy of bills, medical bills are most like to take the backseat in the face of mortgage, auto, credit card and utility bills.

A fourth reason is that medical collection records appear only on reports requested by the debtor for his or her personal record. Credit reports sold to third parties mask or block medical collection history. This protects the debtor against discrimination based on his or her medical condition. At the same time, it serves as a disincentive for the debtor to satisfy the debt.

A fifth and perhaps most obvious reason for medical collection problems is poverty due to unemployment or underemployment. Medical care costs are at an all-time high and can be extremely prohibitive to a minimum wage earner. Coupled with the reality that most unemployed or underemployed patients do not have HMOs or if they do, they have limited coverage; it is no wonder that these patients, if they do receive treatment, are not in a position to pay even if they wanted to.

The rise in medical collection problems can be attributed to several factors within the medical and insurance/HMO industry. The current employment and poverty levels play key roles as well. Then there is the questionable practice of selling bad debts to third parties at a discounted rate. In this light, it seems no longer important to point a finger to the party at fault since no single party can be said to be solely responsible for the problem.

Tristan Andrews

Start a Healthy Change!

 Dr. Joseph Mercola is at the forefront of a revolution – one that he hopes will spark a shift in the traditional medical paradigm in the United States.


Mercola was honored in 2007 by renowned economist and entrepreneur Paul Zane Pilzer as one of 15 “wellness revolutionaries,” a group of individuals who’ve made their mark on the health and wellness industry, joining names such as fitness queen Jill Kinney and Carl Rehnborg , the inventor of the multivitamin.


Dr. Mercola was included in Pilzer’s list due to the success of, one of the world’s most popular natural health websites. went online in 1997 and what started originally as a tool used by Mercola to share information with patients and other health professionals has emerged as a total health resource.


But more than Pilzer’s recognition, Dr. Mercola is a revolutionary because he goes beyond the scope of traditional medicine to seek out and provide the health knowledge and resources that will most benefit you, minus the hype and bias.


Dr. Mercola also isn’t afraid to tackle controversial health issues and topics, as he has shown in his New York Times bestsellers, The No-Grain Diet and The Great Bird Flu Hoax. After all, he founded not to win popularity contests but to help Americans win back their health.


Mercola is an alumnus of the University of Illinois at Urbana-Champaign and of the Chicago College of Osteopathic Medicine. After several years of medical practice using traditional methods, Mercola turned to studying the art of natural healing He maintains his own clinic, the Natural Health Center (originally called the Optimal Wellness Center), where the physical, emotional and spiritual health of patients is his utmost priority.


He envisions a future where people will no longer make frequent visits to hospitals and clinics and take less drugs and medical procedures because they’ve regained their health – the natural way.


Experience this healthy change. Visit now!


Kaede S. Cruise

Performance Review 2.0: Eight Ways to Overhaul Your Employee Evaluation System (and Transform Your Culture in the Process)

by Quint Studer

Performance reviews get a bad rap these days. Employees dread them, vacillating between cynical eye-rolls and desperate last-minute bids to suck up to the boss before review time. Managers see them as an obligation to plow through before they can mark one more task off their endless to-do lists. And lately, prominent business journalists have gotten in on the act, not only questioning the relevance of reviews but suggesting that they’re actively harmful to morale and overall organizational results.

Are the naysayers right? Should the performance review be banished to the ash-heap of obsolete business practices?

Absolutely not. Performance reviews themselves aren’t the problem. It’s the way companies handle the review process that’s flawed.

Performance reviews are necessary. And when they’re done properly, people actually like them. I mean, employees want to know how they’re doing. They want to connect with their managers. And reviews give leaders an opportunity to measure performance results, reward great employees, and move not-so-great ones up or out.

That being said, many companies could stand to overhaul their performance review system. Changing your approach will not only make your reviews more effective, it can have a positive impact on company culture.

So what can you do to make your performance reviews really count? Here are a few guidelines:

Think of them as a process, not an event. Let’s put the traditional performance review in context. It’s “business as usual” all year: Employees go about their work, managers go about theirs, and never the twain shall meet. Then suddenly, once a year, they do meet. That one encounter is expected to yield a productive meeting of the minds, followed by growth and progress on the employee’s part. It rarely works that way. The review is an aberration in the fabric of daily work life, so of course results are lackluster.

Leaders should be laying the groundwork for performance reviews all year long. I think leaders should practice weekly or even daily rounding for outcomes. In the same way that a doctor makes rounds to check on patients, a leader makes rounds to check on employees. The technique allows you and your managers to regularly touch base with employees, make personal connections, recognize success, find out what’s going well, and determine where improvements are needed.

Rounding is not about tossing out a casual “How are you?” and then walking off without waiting for an answer. It means asking specific questions in the right sequence: Do you have the tools and equipment you need to do the job? What is going well? What isn’t going well? Is there anyone who’s been particularly helpful to you that I should recognize? Always listen and write down your answers and then follow up—if you don’t do this last part, it negates all your hard work.

When you build your reviews on a foundation of rounding, they become meaningful. They’re the culmination of lots of mini-meetings. Neither party is surprised by what the other party says during the reviews because the issues have been raised before—probably more than once.

Hold them four times a year. That’s right. The annual performance review should become the quarterly performance review. If this sounds like a lot of work for managers, it is. But it’s also far more effective than the annual review, which too often reflects an employee’s performance during the previous month leading up to the meeting.

What if that month turns out to be an employee’s one bad month in an otherwise good year? Quarterly reviews are a far more accurate reflection of the employee’s overall performance. They force leaders to pay close attention all year long.

Link reviews to organizational goals. It may seem an obvious strategy, but surprisingly few leaders structure employee evaluations around concrete, companywide goals. This is a mistake. When employees know they are going to be graded on the progress they made toward goals the entire company shares, they will alter their behavior accordingly. But don’t just impose these goals. Get employee input up front. This helps employees “connect the dots” regarding the impact they have in the organization and makes them feel like an important part of the whole.

When employees are involved in crafting organizational goals, they’re far more likely to understand them, buy into them, and work toward them. And when leaders bring up these goals again and again in performance reviews, it reinforces employee efforts.

Make review criteria as objective as possible. One of the major criticisms leveled at performance reviews is that they’re based on maddeningly subjective criteria. What do words like communication, organization, and professionalism really mean? And what does it say that Manager A gives Rebecca a 2 in “Communication” while Manager B, who supervised her last year, gave her a 4? Clearly, it says that perceptions—of the criteria measured, of employee behavior, and maybe of both—vary wildly.

What you can’t argue with is hard numbers. Measurement. The medical field is notorious for its measuring—Which department has the highest patient satisfaction scores? Which one has the lowest employee turnover?—and there is no reason other industries can’t take the same approach.

Let’s say you work for an appointment-based business—maybe a tax preparation firm or a spa—and you’ve found that customer follow-up calls increase return business. What you do is ask employees to make a certain number of calls per week. Then, in your performance reviews, you can tie their efforts to outcomes. Look at how many calls are actually being made and how much return business they’re generating. When you keep an eye on these follow-up calls all year long, you can more accurately track what’s working and change the script for effectiveness.

Strive to make performance reviews conversations, not confrontations. In Results That Last, I endorse the 90-day plan, a coaching tool designed to manage dialogue between a leader and his or her supervisor on progress toward goals and to put specific actions in place to achieve those goals. While 90-day plans tend to involve the management team rather than the rank & file, the “coaching” aspect should hold true for all levels of employees.

The words “performance review” call up an image of a stern judge pronouncing a sentence on the nervous employee. This doesn’t inspire anyone. The best leaders draw employees out, solicit their ideas for improvement, and offer concrete suggestions on how to better pursue the goals you’ve set together.

Avoid falling back on we/theyism. Let’s be honest. Most employees come into performance reviews with the hope of walking away with a pay increase. Leaders often have to disappoint them (especially in today’s economy). And many of them fall prey to the “we/they” phenomenon—as in, “Well, Rick, I fought for your pay raise but you know those tightwads over in Corporate.” Problem is, we/theyism has a divisive effect on company culture.

This is rarely a deliberate choice but rather the natural fallback position of someone who hasn’t had formal leadership training. Make a conscious effort not to do it. In fact, make an effort to position the company as a united entity. It’s fine to say something like “Sales are down 11 percent and no one is getting raises. But we have a great team, we’re all working hard, and I’m confident we can turn things around.”

Make sure all leaders are singing from the same choir book. Leaders aren’t born knowing how to hold effective performance reviews. They need to be trained. Thus, standardizing the review process is a must.

Train your managers in how to do these new performance reviews before you roll out the initiative companywide. Otherwise, you’ll see inconsistent results in companywide goals.

Use reviews as a springboard to move low performers up or out. Of course, the whole idea behind these reviews is to improve employee performance, right? So what do you do when certain low-performing employees refuse to budge? What you don’t do is let them hang around year after year.

It’s essential to get rid of low performers. It’s not optional. When they’re tolerated in a company, they tend to pull middle performers down to their level. Worse, your high performers will get disgusted and leave. Get rid of your “bad apples,” and your middle performers will naturally start to emulate the behavior of your star employees.

The reviews I’ve described—frequent, objective, and goal-driven—enable you to very quickly build a case against your low performers. It’s a good way to gather the evidence you need to fire them if they don’t start improving.

Admit it: Not having to endure the annual “performance review” charade of old would be a huge relief for all concerned. But the benefits reach far beyond the meetings themselves. In fact, it’s no exaggeration to say that transforming your performance review system can transform your entire company.

The way you motivate and reward employees is everything. When employees believe they are treated fairly, when they are engaged in the company’s mission, when they are coached toward meeting clearly stated goals, well, they’re going to put their hearts into their work. They’re going be passionate about it.

We’re talking about nothing less than changing the culture of your company. That’s a huge, major step toward long-term success. I’ve always said it and I still believe it: A great culture outperforms strategy every time.

# # #

C. Hand

Medical Doctor Background Check

A patient seeking medical care may need some sort of physician background check to make sure they are going to entrust their health to good specialist’s hands. Quite a deal of information, such as credentials, certification, education, hospital privileges, professional memberships, malpractice or professional misconduct history, references etc. can be obtained by simple Internet search of publicly available records and free online databases.

Another way to find free doctor information can be by calling your state medical board. Most state medical boards do not charge, but normally they offer only limited background information on doctors. Free places allowing to research your physician’s professional background history also include your local library, American Board of Medical Specialties (ABMS), medical society according to the specialty, and American Medical Association – in case your doctor is a Member.

As you see, both Internet websites and offline sources offering FREE doctor credentials information are numerous, but you can hardly be sure such information to be comprehensive, detailed, and always up to date, though helpful.

From the other hand, fast screening of your doctor professional background history through continuously updated official centralized databases like the National Practitioner Data Bank (NPDB) that contains all medical doctor malpractice judgments issued in the USA, is available only to licensed private investigators or PI agencies, and is not open for general public.

If not at once, then after running your own initial screening of your medical doctor background, it is advisable to order a comprehensive physician background report from a Private Investigations company possessing due expertise and specializing in the industry, asking them for a credible doctor background check that may include:

  • License verification, current and historical medical licensing check
  • Education, training and credentials verification
  • Social Security number trace and criminal records check
  • Board Certifications and Subspecialty Certifications
  • Sanction data such as billing fraud, over prescribing incompetence or other
  • Comprehensive report on sanctions from various federal and state agencies, such as DEA, FDA or Department of Health and Human Services
  • MD Nationwide Doctor Rating
  • Sexual abuse in the practice of medicine, drugs or alcohol abuse while on the job, being engaged in conduct capable to harm another person.
  • Lawsuits that have bearing on workplace conduct or job performance
  • Former employers and former patient references
  • Screening against general sexual offender databases

Important: for the hired private investigations agency or information broker it is legal to conduct due diligence check and/or professional history background check on your doctor only after receiving the subject’s written consent for doing so.

C. Dyson

I scored a 73 on practice asvab at the Army recruiter today. I am looking for anything in the medical field.?

Is this score a good start? I was a little disappointed, because when I took the asvab in 2007, I made an overall 84. Now, I am only hoping that the score gets higher when it comes to taking the real exam.

That is a great score to start. You can definately get into the medical field with it. Remember, the recruiter can’t really do anything for you when it comes to picking a job. The career counselor does that, and they go by what jobs appear on their computer screen. The available jobs change every day, so if you don’t see something you like, go back the next day. DON’T LET THEM TRICK YOU.

Is 24 years too old to start to study Dentistry?

Hello, the school lasts 5 years + 1 year practize before i will be licensed, so i will be 30 y/o….
What do you think? (I will study in europe)

Then I need 3 years more (to specialize General dentistry) in order to be able to open a dental practise.

I just don’t know what to do….

This is what I always tell myself…One day I will be 30 (I’m 27 now), and when I am 30 I can either have my degree or not. I choose to have a degree when I am 30, so even though I may be a few years behind my peers, I will do it. I graduate this year! Always work your goals backwards. What do I want to be doing in 10 years? Okay, if I want to be doing that, what do I need to be doing in 5 years to get there? What do I need to be doing NOW to get there? If you want to be a dentist at 30, go for it!