ℹ️ Der Berufsverband der HNO-Ärzte meldet nach einem Bericht der Ärzte Zeitung von gestern über eine “desolate Personalsituation” in den Praxen.
MFA-Kündigungen: Die Perspektive zählt
Why the quality of care in German GP and specialist practices is worse than it could be
What it’s all about
Despite the availability of a best practice standard for practice management, benchmarking analyses show that, on average, German GPs and specialists only implement around half of this validated guideline. This discrepancy has far-reaching negative effects on the quality of patient care.
Feelings of revenge among managers
What it’s about
The feeling of revenge is a complex emotion that can naturally also occur among managers in a professional environment. The psychology behind these feelings is complex and can be attributed to various factors.
Underchallenged or lazy: How managers recognise the difference
What it’s all about
One of the tasks of managers is to recognise the causes of different performance levels among employees. One example is recognising whether the cause of poor performance is laziness or underchallenge.
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Journaling for managers: Esoteric gimmick or serious self-management tool?
What it’s all about
One of the behaviours of highly successful managers is to continuously look for ways to increase their efficiency, improve their emotional intelligence and optimise their decision-making. One method that is increasingly being discussed in this context is journaling. But is it actually a serious tool for self-management, or is it an esoteric gimmick? In this article, we will examine the practice of journaling in depth to assess its potential benefits and its place in a manager’s repertoire.
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When is ambition harmful for a leader?
What it’s about
Ambition is an often praised character trait that drives many leaders to achieve exceptional performance. However, as with many virtues, ambition can also have a dark side. Excessive ambition can harm not only the leader themselves, but also their team and the organisation as a whole. This article examines in detail when ambition becomes harmful to a leader and what measures can be taken to maintain a healthy balance.
The five most common mistakes managers make when giving feedback and their negative consequences
What it’s all about
Feedback is an essential tool in the management process. When used professionally, feedback not only serves to improve performance, but also to motivate and develop employees professionally. However, an unprofessional approach to this tool can also lead to mistakes that do more harm than good. This article outlines the five most common mistakes made by managers when giving feedback and their negative consequences.
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.
