Strukturion of Future Thinking
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?
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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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.
Continue reading “Sarcopenia through routines: Insights and action strategies for managers”
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.
Continue reading “Fear in everyday leadership: Forms and strategies for overcoming it”
A characteristic feature of German practice owners is the evaluation of the quality of their practice management based on subjective assessments instead of objective data. This inevitably leads to serious misjudgements that have a negative impact on the overall service provision and quality of practice operations, a situation that can be identified time and again in practice management comparisons.
In modern management, involving team members in decision-making processes is often seen as key to increasing motivation, commitment and ultimately the performance of the entire team. But the question of up to what point a manager should involve their team members in decisions and at what point they should make the decisions themselves is complex and depends on various factors. This article details how leaders can find and maintain this balance.
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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.
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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”
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”
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.
R2049 