Strukturion of Future Thinking
A characteristic feature of German practice owners is the evaluation of the quality of their practice management based on subjective assessments instead of objective data. This inevitably leads to serious misjudgements that have a negative impact on the overall service provision and quality of practice operations, a situation that can be identified time and again in practice management comparisons.
In modern management, involving team members in decision-making processes is often seen as key to increasing motivation, commitment and ultimately the performance of the entire team. But the question of up to what point a manager should involve their team members in decisions and at what point they should make the decisions themselves is complex and depends on various factors. This article details how leaders can find and maintain this balance.
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Patient satisfaction plays a key role in the success of GP and specialist practices. Practice management comparisons show that doctors and medical assistants overestimate patient satisfaction by an average of 30%. This discrepancy can be explained by various psychological mechanisms.
The following article deals with the difference between a traditional manager and a leading personality. While leaders derive their authority from formal power structures and their position within the organisation, leading personalities exert influence through their exceptional personality traits and skills such as charisma, vision and integrity, regardless of their formal position.
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Medical practice comparisons show that the approximately 15% of German doctors in private practice who systematically use digital solutions are characterised by entrepreneurially oriented practice management in the form of best practice practice management, in contrast to their professional colleagues who are transitory or traditional in terms of transformation.
Continue reading “Practice management: What characterises progressive medical practices in Germany”
Inefficient self-management not only impairs the individual performance of the manager, but also has a negative impact on the motivation and productivity of employees. The most important causes of poor self-management that can be observed in practice are described in detail below.
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➡️ Die Effizienz des Praxismanagements ist die Grundvoraussetzung für eine erstklassige medizinische Versorgung und patientengerechten Service.
Continue reading “Warum viele Arztpraxen ineffizient arbeiten”
Leaders must think strategically, lead teams and drive innovative solutions. An often overlooked skill that can fulfil these tasks is introspection – the ability to self-reflect and better understand oneself. This in-depth text explores the various aspects of introspection and highlights the many benefits it offers leaders.
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Im fordernden Alltag einer Arztpraxis gerät die systematische Kommunikation mit den Mitarbeiterinnen oft in den Hintergrund. Als Lösung sind Feedback-Gespräche ein unverzichtbares Instrument, das weit über die bloße Personalführung hinausgeht. Sie sind der Schlüssel zu einer effizienten, motivierten und harmonischen Praxis.
Efficient team management requires not only the ability to delegate tasks and set goals, but also a keen sense of the workload levels of team members. Overload can have a significant impact on the productivity and well-being of staff. Managers must be able to recognise signs of excessive demands at an early stage in order to take timely countermeasures. The most important characteristics and behaviours that indicate that a team is overloaded by the tasks to be completed or the required work performance are described below.
R2049 