Managing the medical mindshift: Example of service orientation

What it’s all about

Doctors of the upcoming generation of physicians have a general idea of their work in general practitioner and specialist care that differs significantly from that of their established colleagues. For example, they are proactively looking for new ways to retain and attract patients. One starting point here is to focus on the topic of “patient service”.

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Practice management: Avoiding stress, demotivation and burn-out through best practice alignment

Facts and Figures from the German Health Care System

What it’s all about

Practice comparisons show that in the personal cause analysis for permanent stress for general practitioners and specialists, external influences in the form of bureaucratisation, health policy regulations or increased patient demands are primarily responsible. However, a precise analysis of the management of the practice shows that this is where the real cause lies.

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Factsheet: Practice management KPI in orthopaedic practice

Facts and Figures from the German Health Care System

What it’s all about

With the help of practice management business comparisons, it is not only possible to determine the strengths, weaknesses, threats, opportunities and possibilities for improvement for individual businesses, but also to examine practice management in specialist groups, among other things, in cross-sectional analyses.

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Laboratory values of practice management: what the Teamwork Quality Score (TQS) informs GPs and specialists about

Facts and Figures from the German Health Care System

What it’s all about

Laboratory values are an essential basis for medical patient care. But professional practice management is also inconceivable without their business counterpart, the key performance indicators.

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General practitioners and specialists: The best practice score shows when and what to change in practice management

Facts and Figures from the German Health Care System

What it’s all about

With the help of the benchmarking technique, it is possible to determine how urgent improvements are for practice management in GP practices and where the starting points for this are.

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To be taken seriously: Examples of quality criteria for medical practices from the patient’s point of view

Facts and Figures from the German Health Care System

What it’s all about

Patients’ perceptions of medical practices and their services have changed considerably in recent years. In this context, the criteria by which quality is assessed have also changed considerably or have been supplemented by new ones. One such criterion from the “Top 10” is to be taken seriously by the treating doctors.

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Shortage of medical assistants: Family doctors and specialists in particular must become active

Facts and Figures from the German Health Care System

What is at stake

In view of the shortage of medical assistants, the demand is growing louder to explore and quickly implement all possibilities to increase the attractiveness and appreciation of the profession of medical assistants in the public, since this group of people is one of the supporting pillars of the health system. However, one essential aspect is left out of this justified demand: appreciation by employers.

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Unused performance potentials in medical care centres (MCC): Significant opportunities for improvement in teamwork quality

Facts and Figures from the German Health Care System

What it’s all about

Practice management indicators, the Key Performance Indicators (KPI), are needed to condense the complexity of practice management in medical care centres (MCC), to make the circumstances and interactions of the areas of action manageable, to diagnose the performance status, to identify unused performance reserves and to control the management in a targeted manner.

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Key performance analysis of self-pay services: What they fail at and what GPs and specialists would need to change

Facts and Figures from the German Health Care System

What it’s all about

GPs and specialists use the offer of self-pay services to secure or expand their entrepreneurial freedom and to increase the attractiveness of their practice offer. In practice, however, only two out of ten practice owners who enthusiastically start with self-payer work are also economically successful with this form of offer after the introductory phase.

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