Why? The mechanisms and motives for a lack of employee appreciation by managers

What it’s about

Appreciation in the workplace is a key factor for the well-being and productivity of employees. Nevertheless, there are managers who do not express appreciation to their employees. There are many reasons for this, ranging from individual personality traits to structural and cultural factors within an organisation. This article examines in detail the various mechanisms and motivations that prevent managers from showing appreciation to their employees.

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Leadership Doppelgangers: Discipline versus rigidity

What it’s all about

Self-management is a crucial skill for managers. This competence includes the ability to reflect on oneself, to organise, to set goals and to pursue them efficiently. However, this can also lead to misjudgements. One example is the confusion between discipline and rigour. Although they are often used interchangeably, there are key differences between them that can have a significant impact on leadership quality.

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The five most common excuses used by GPs and specialists in Germany against changes in practice management

What it’s all about

Efficient and adaptable practice management is crucial for maintaining high standards of patient care and operational success. Despite this, many GPs and specialists in private practice are surprisingly resistant to change, even when there is clear evidence that their current systems are failing. Below are the five most common pretexts and excuses that practice owners use to avoid making necessary changes. Understanding the psychological motives behind these excuses is crucial to recognising the underlying resistance to change.

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The risks of toxic team harmony

What it’s all about

Harmony in teams is a key feature of successful collaboration. It promotes mutual respect, motivation and facilitates communication. These positive characteristics lead to a working environment in which creativity and productivity can flourish. But there is also a flip side to this coin: too much harmony can have a toxic effect and hinder the team’s development. Below we look at when harmony becomes harmful, how to recognise it and what negative consequences it can have for a team.

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Clinical picture of “Goal Deficiency Disorder (GDD)”: German GPs and specialists hardly ever use target agreements

What it’s all about

Benchmarking analyses of practice management show that only 10% of German doctors have a professional goal agreement system. This alarmingly low level illustrates the considerable discrepancy between the requirements of effective practice management and the reality in many medical practices. But what are the concrete disadvantages for doctors in private practice who do not agree targets with their employees?

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Leadership success and the necessity of reskilling

What it’s all about

In an environment of technological innovation and global developments, managers need to constantly develop their skills and knowledge; the traditional understanding of management is no longer sufficient to meet the complex requirements. Instead, comprehensive reskilling is required, focussing on various key areas.

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Are german general practitioners and specialists masochists?

What it’s all about

Work overload, insufficient remuneration, non-functioning digitalisation, nonsensical health policy regulations and bureaucratisation dominate the complaints of doctors in private practice about their work. They convey the image of a profession that is suffering under its burden. However, a look at the reality of practice operations shows that this need not be the case, as numerous unused optimisation opportunities in practice management often remain unconsidered. This article examines the causes and consequences of this neglect and poses the provocative question of whether doctors in private practice may have masochistic tendencies.

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Sarcopenia through routines: Insights and action strategies for managers

What it’s all about

Metaphors are a good way of making complex ideas or effects understandable, vivid and tangible. One such metaphor is that of “sarcopenia through routines”. Originally from the field of medicine, this term is used in a figurative sense to illustrate the negative effects of overly rigid routines in organisations.

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Rather low: The future orientation of medical practices in Germany

What it’s all about

The medical landscape in Germany is facing fundamental change. While some medical practices have already recognised the signs of the times and are proactively approaching the future, many others are still stuck in traditional structures. Around 20 % of German GP and specialist practices can be categorised as progressive, 30 % are in a transitional stage and 50 % are still operating traditionally. The difference between these groups can be attributed to three key aspects: entrepreneurial practice management, the targeted use of digitalisation and the development of soft skills.

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Fear in everyday leadership: Forms and strategies for overcoming it

What it’s about

Anxiety in management is a multifaceted phenomenon that affects both managers as individuals and organisations as a whole. It can have various causes and manifest itself in different forms. This article provides a comprehensive overview of the different types of anxiety that can occur in a management context and highlights counter-strategies.

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