Structural Reconstructions
Patient satisfaction plays a key role in the success of GP and specialist practices. Practice management comparisons show that doctors and medical assistants overestimate patient satisfaction by an average of 30%. This discrepancy can be explained by various psychological mechanisms.
The following article deals with the difference between a traditional manager and a leading personality. While leaders derive their authority from formal power structures and their position within the organisation, leading personalities exert influence through their exceptional personality traits and skills such as charisma, vision and integrity, regardless of their formal position.
Continue reading “The difference between leader and leading personality”
Medical practice comparisons show that the approximately 15% of German doctors in private practice who systematically use digital solutions are characterised by entrepreneurially oriented practice management in the form of best practice practice management, in contrast to their professional colleagues who are transitory or traditional in terms of transformation.
Continue reading “Practice management: What characterises progressive medical practices in Germany”
Inefficient self-management not only impairs the individual performance of the manager, but also has a negative impact on the motivation and productivity of employees. The most important causes of poor self-management that can be observed in practice are described in detail below.
Continue reading “Management: Poor self-management among managers”
➡️ Die Effizienz des Praxismanagements ist die Grundvoraussetzung für eine erstklassige medizinische Versorgung und patientengerechten Service.
Continue reading “Warum viele Arztpraxen ineffizient arbeiten”
Leaders must think strategically, lead teams and drive innovative solutions. An often overlooked skill that can fulfil these tasks is introspection – the ability to self-reflect and better understand oneself. This in-depth text explores the various aspects of introspection and highlights the many benefits it offers leaders.
Continue reading “Introspection: A Key to Effective Leadership”
Im fordernden Alltag einer Arztpraxis gerät die systematische Kommunikation mit den Mitarbeiterinnen oft in den Hintergrund. Als Lösung sind Feedback-Gespräche ein unverzichtbares Instrument, das weit über die bloße Personalführung hinausgeht. Sie sind der Schlüssel zu einer effizienten, motivierten und harmonischen Praxis.
Efficient team management requires not only the ability to delegate tasks and set goals, but also a keen sense of the workload levels of team members. Overload can have a significant impact on the productivity and well-being of staff. Managers must be able to recognise signs of excessive demands at an early stage in order to take timely countermeasures. The most important characteristics and behaviours that indicate that a team is overloaded by the tasks to be completed or the required work performance are described below.
➡️ Seit Jahrzehnten warnen Ärzteverbände vor der schädigenden Wirkung der Bürokratie auf die Qualität der Patientenversorgung und die Arbeitsqualität in Arztpraxen.
⚠️ Diese monofokale Betrachtung vernachlässigt jedoch einen entscheidenden Faktor, der wesentlich größere Auswirkungen hat: die Ineffizienz des Praxismanagements.
Continue reading “Praxisführung, Bürokratie und Komfortzonen-Verhalten”
The results of practice management comparisons and the associated employee surveys in German general practitioner and specialist practices show: In many medical practices, the personal initiative of medical assistants is not welcomed and is even consistently discouraged. There are various reasons for this behaviour on the part of practice owners, including both practical and psychological aspects. This article highlights the most important reasons and outlines the consequences.
Continue reading “Efficiency barriers in German medical practices: Personal initiative? No thanks!”
