Category: In Englisch

German healthcare system: Why does the best practice standard often go unused?

What it’s all about

Practice management is the transmitter of the medical expertise of practice owners and the resources used in practice operations into patient care. The better the management works, the higher the quality of patient care. A validated, easy-to-implement guideline, the so-called best practice standard, exists for the adequate organisation of practice management. Yet these are only partially applied. This has a strong negative impact on the care of practice visitors, on the efficiency of the work, the motivation of the staff and ultimately also on the economic results of the practice.

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German general practitioners and specialists: Entrepreneurial Neglect Syndrome (ENS) and its effects

What it’s all about

Entrepreneurial Neglect Syndrome (ENS) refers to the neglect of entrepreneurial aspects in the management of medical practices. This behaviour has far-reaching consequences that affect not only practice management, but also patient care and the economic viability of the practice.

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The limits of positive energy as a management tool

What it’s all about

Positive energy in management is often seen as a key to success. It promotes motivation, creativity and commitment in the team. However, this method also has its limits. This article examines where the effectiveness of positive energy as a management tool ends and the challenges that can arise.

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German medical practices: Realaverism, illustrated by the example of the no-show problem

What it’s about

The term “realaverism” describes the tendency to deny or ignore unpleasant realities and often externalise them. In German medical practices, this realaverism manifests itself, for example, in the way in which the phenomenon of no-shows, i.e. the absence of patients from agreed appointments without prior cancellation, is dealt with.

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The fine line between agility and actionism in leadership: A detailed analysis

Summary

The article outlines the critical differences between agile leadership, which promotes adaptability and team empowerment, and actionist leadership, characterized by hasty, uncoordinated actions lacking long-term vision, emphasizing the disadvantages of the latter for both managers and employees.

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Why managers often don’t get to the point in employee appraisals

What it’s all about

Employee appraisals are an essential tool in day-to-day management, but many managers find it difficult to conduct these discussions efficiently and purposefully. This often leads to lengthy discussions that are not satisfactory for either the manager or the employee. The reasons for this are complex and lie both in the psychological dynamics of these discussions and in the structural framework conditions of the company.

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The competence fallacy of German general practitioners and specialists

What it’s all about

The feature most frequently mentioned in benchmarking practice analyses as part of the SWOT survey when it comes to the strengths of doctors and staff is the professional qualifications of the practice owners. However, this view is misleading and can even be dangerous for practice management. Why this is the case and what the consequences are is central to understanding modern practice management.

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Full vs. fulfilling working days: Why some managers experience their job differently

What it’s all about

Managers face numerous challenges. Deadline pressure, decision-making responsibility and the constant endeavour to lead employees effectively and achieve business goals fill the working day. But while many managers report a packed diary, there are also those who find their working day fulfilling. This article explores the differences between these two types of leaders and sheds light on which practices and attitudes can lead to a more fulfilling workday.

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The Futurised Practice-Check in German medical practices on the topic of “Leadership”

What it’s all about

The leadership skills of practice owners are of crucial importance for future-oriented GP and specialist practice management. It ensures that employees work together as “real” teams in a motivated, efficient, flexible and successful manner and can thus proactively respond to developments in the practice’s operating environment. But how future-oriented are the futurised practices (which represent a perspective expansion of the best practice standard) of GPs and specialists today? An evaluation of the results of practice management comparisons provides information.

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