Office Management

The spectrum of diagnostic and therapeutic range of eye doctors developed more and more in the direction of high-tech care. The internal management of many practices is, however, often inadequate. An exploration of the Institute for economic analysis, consulting and strategy development (IFABS) examined the leadership of ophthalmologists and the effect from an employees perspective closer. The leadership is still for many eye doctors to the less-beloved”issues of practice management. The reasons for this are manifold ignorance, indifference and fear of unpleasant, the consequences are however unique: due to a very cautious implementation of issues in everyday practice the staff in many companies far below his capabilities. But this “command abstinence” is extremely short-sighted: professional management ensures a well functioning cooperation, which is immediately comprehensive in high productivity, commitment and to clear stored Practice success feed of is reflected. In a representative exploration the six action areas were investigated in eye surgeries using a validated process each from doctors and employees view – mark a success-oriented management system in a doctor’s Office: work framework, operational objectives, delegation, team management, communication and motivation. The figure shows the calculated result: eye surgeries management intensity is measured on the best practice standard only 62.2% (maximum: 100%), the effect thus achieved (employee satisfaction with the leadership) in only 38.6% (maximum: 100%).

Thus, there is an acute need for action for eye doctors. Applied leadership management is so pronounced,? that negative effects on the practice events are not dominant, but nevertheless significant optimization reserves exist, which can be activated by a new leadership management. The effect intensity of leadership is at the same time trained disproportionately, the already low managerial commitment has only minor effects.