Data, facts and instruments on the German health system What it’s all about Efficiency and productivity are — as practice management comparisons and work analyses show — only sub-standard in many GP and specialist practices due to misalignments in practice management. Example 1: Disorder A problem frequently encountered in GP and specialist practices is disorder. It leads…

Data, facts and instruments on the German health system What it’s all about The “classic” patient survey is not able to provide teams in GP and specialist practices with realistic insights into the satisfaction of their practice visitors. …

Data, facts and instruments on the German health system What it’s all about “My staff are lucky to work here”, or: “The salary is motivation enough” are mindsets that many practice owners still have internalised today. …

Facts and Figures from the German Health Care System What it’s all about No complaint is as widespread in doctor circles as the one about lack of time. But apart from situations of dramatic understaffing, it would be obsolete if practice owners and their staff managed their use of time professionally. Reasons for “lack of time”. Patient care, administration…

Data, facts and instruments on the German health system What it is all about Many doctors have been complaining for a long time about the strain on their time. External pressures are identified as the causes, but solutions are not seen. Yet a remedy would be quite simple. There is a lack of transparency Only one third of German general practitioners…

Data, facts and instruments on the German health system What it’s all about Practice teams often get in their own way when it comes to improving and controlling their practice management with a wrong mindset. The solution is a simple system of ratios that automatically signals the need for action. Key figures show the way The activation of unused…

What it’s all about A management topic that has received little attention in management so far, but has a major impact on long-term corporate success, is the formation of management subcultures. A dangerous omission. The invisible enemy Subcultures are company divisions, departments or groups of employees that conform within their own companies and ostensibly commit to the company’s goals, but at the same time work separately according to their own rules. They are hardly recognisable, act extremely skilfully and certainly make a contribution to the company’s performance, but also harm it to the same extent.