The balance between closeness and distance: How private should a manager be with their employees?

What it’s all about

The question of the right level of privacy in the relationship between managers and their employees is one of the central challenges of modern management. In times when work cultures are increasingly collaborative and less hierarchical, it is important for managers to find a balance between closeness and professional distance. This article looks at how private a manager should be to promote an effective and respectful working environment and defines clear boundaries between personal and professional.

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Die große Illusion: Ärzte und MFA überschätzen die Qualität ihrer Patienten-Betreuung

Worum es geht

Ein systematischer Vergleich der in Haus- und Facharztpraxen tatsächlich realisierten Betreuungsqualität aus Patientensicht mit den Einschätzungen von Praxisinhabern und Personal zeigt, dass die Teams ein deutlich zu positiven Bild ihrer Arbeit haben.

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TeamPeek: The problems of superficial team assessment by managers

What it’s all about

Teamwork is a key success factor in any business activity. However, when managers only superficially assess (“TeamPeek”) whether their employees are working together as a real team without closer scrutiny, numerous problems automatically arise. Here are the main ones:

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Wenn die Problemlösung zum Problem wird: Workarounds im Praxismanagement

Worum es geht

Das Praxismanagement eine spielt als Transmitter der ärztlichen Kompetenz und der Praxis-Ressourcen in die Patientenversorgung einen entscheidende Rolle für die Effizienz und Qualität Leistung einer Arztpraxis. Trotz dieser Bedeutung eines gut durchdachten Praxismanagements zeigt sich in vielen Arztpraxen ein weit verbreitetes Phänomen: für auftauchende Probleme, die Praxisinhaber oder das Praxisteam zu lösen versuchen, werden oft nur Workarounds entwickelt. Dieses Vorgehen birgt eine Reihe gravierender Probleme, die sowohl die Praxisorganisation als auch die Patientenversorgung nachhaltig beeinträchtigen.

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Management: The disadvantages of non-systemic analyses and coaching

What it’s all about

Analyses and coaching are important tools for improving the efficiency and effectiveness of people and organisations. However, if these measures are not systemic in nature, they can have considerable disadvantages. This article highlights the negative effects of such approaches on an individual and organisational level.

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Self-reflection navigator for managers on the quality of meetings

What it’s all about

Meetings are a central part of organisational management and serve as a platform for decision-making, collaboration and strategic planning. For leaders, conducting high quality meetings is critical to ensuring effective communication, engagement and productivity. The Self-Reflection Navigator on Meeting Quality provides a comprehensive guide to self-reflection, structured around the key aspects of meeting effectiveness. By addressing these areas, leaders can identify strengths, uncover areas for improvement and implement strategies to optimise their meeting practices.

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Ambulante Medizin in Deutschland: Der mittelalterliche Pranger in modernen Arztpraxen

Worum es geht

Die Ergebnisse aus den Mitarbeiterbefragungen unserer Praxismanagement-Betriebsvergleiche belegen, dass in etwa 25 % der deutschen Haus- und Facharztpraxen ein System existiert, das an den mittelalterlichen Pranger erinnert: Die Praxisinhaber tadeln ihre Mitarbeiterinnen bei Fehlern öffentlich vor Kolleginnen und Patienten. Die Anlässe für eine derartige offene Kritik mögen sachlich begründet sein, als Ausführung einer disziplinarischen Maßnahme ist das Vorgehen jedoch vollkommen ungeeignet.

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LeadNeglection: If there was something similar to a driving licence for employee management, most doctors wouldn’t pass the test

What it’s all about

When reviewing the results from cross-sectional analyses of our studies as part of practice management benchmarking, I repeatedly notice outstanding individual aspects that are already symptomatic in the individual analyses, but whose implications for the healthcare system only really become clear in their aggregated totality. An example of this is the best practice implementation, or rather: non-implementation (“LeadNeglection”) in the practice management action area “Employee management”.

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Survey of patient satisfaction in German medical practices: Two thirds of the results are useless

What it’s all about

Due to an incorrect methodology, the “classic” patient survey used in most German medical practices is unable to provide GPs and specialists with realistic insights into the satisfaction of their practice visitors. As a consequence, this leads to necessary change measures not being discovered at all.

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Praxismanagement: System schlägt Symptome

Worum es geht

Die Ergebnisse von Praxismanagement-Betriebsvergleichen zeigen immer wieder, dass die Arbeit niedergelassener Ärzte und ihrer Mitarbeiterinnen häufig durch ineffektive und ineffiziente Strukturen und Prozessen gekennzeichnet ist. Diese Situation resultiert aus dem zentralen Fehler vieler Praxisinhaber, die das Praxismanagement aus einer subjektiv-symptombezogenen Perspektive betrachten anstatt, wie es notwendig wäre, analytisch-systemisch.

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