Strukturion of Future Thinking
Haus- und Fachärzte verordnen oft DiGA, von denen sie nicht wissen, wie die Patienten mit diesen zurechtkommen und wie sie sie akzeptieren.
Continue reading “DiGA: Verordner kümmern sich zu wenig um die Patientenzufriedenheit”
Data, facts and instruments on the German health system
Probably no phrase is used more frequently in the day-to-day work of the pharmaceutical industry than this one. It serves as a proof of performance and at the same time as a differentiation from other departments in the company, to give one’s own status a unique character. The reason: as before, the sales force struggles to be seen on “eye level” by and with other departments. But unfortunately, the statement doesn’t hold true.
Continue reading “Toxic mindsets in pharmaceutical sales: “We know our customers!””
Nur knapp 10% der Personen mit Führungsaufgaben, über alle Branchen hinweg betrachtet, geben ihrem Personal professionell Feedback zu ihrer Leistung. Gleichzeitig wünschen sich die meisten Mitarbeiter aber genau diese Spiegelung ihrer Arbeit. Die Gründe für das Ausbleiben der Rückkoppelung sind vielfältig.
Continue reading “Feedback (2): Warum es so selten eingesetzt wird”
Data, facts and instruments on the German health system
The functionality of the practice organization significantly determines the possibilities of individual patient care, the economic success of the practice and the working conditions of the entire practice team. The results of the IFABS Business Comparison Tracker© for general practice, specialist and dental practice management show that organizational deficits exist in medical practices on a broad level.
Continue reading “Mastering the medical mindshift: the problem child of organizational quality”
DiGA-Verordnungen sind keine Selbstläufer. Haus- und Fachärzte müssen sich bei der Verschreibung an einer Reihe von Best Practices orientieren, um die rezeptierten DiGA in eine therapeutisch wirksame Anwendung zu bringen.
Continue reading “Best Practices für die DiGA-Verordnung: Definition von Meilensteinen”
Data, facts and instruments on the German health system
Business intelligence (BI) in a medical practice is an approach to collecting, analyzing and monitoring data to make informed decisions for practice management and patient care. The goal is to gain a better understanding of practice operations and performance to improve the bottom line and optimise patient service. Five indicators GPs and specialists use in particular.
Nur etwa 10% der Führungskräfte geben ihrem Personal professionell Feedback zu ihrer Leistung. Gleichzeitig erwarten jedoch die meisten Mitarbeiter eine derartige Rückkoppelung.
Data, facts and instruments on the German health system
Practice management business comparisons and work analyses show that “leadership-active” practice owners save an average of twenty days per year in managing their staff compared to their “leadership-passive” colleagues.
Continue reading “Toxic Mindsets in Ambulatory Medicine: “Leadership is time consuming.””
Die meisten Ärzte beurteilen ihr Praxismanagement und seine Resultate anhand persönlicher Einschätzungen, doch die isolierte Bewertung sagt nichts darüber aus, ob diese auch realistisch sind.
Continue reading “Ambulante Medizin: Ohne Benchmarking keine Praxismanagement-Qualität”
Data, facts and instruments on the German health system
Practice management indicators, the key performance indicators (KPI), are needed to condense the complexity of practice management in medical care centres, to make the circumstances and interactions of the action areas manageable, to diagnose the performance status, to identify unused performance reserves and to control the management in a targeted manner.
Only those who know the performance data of their practice management can work successfully in the long term, both medically and economically.
This also applies to staff management and cooperation in the form of a “real” team structure.
R2049 