By Farine Clarke
The company part of operating a clinical perform can be unappealing yet it is crucial
- How to control Your GP Practice is written for GPs and different healthiness execs operating their very own practices.
- It tells you in easy, attractive variety what the pitfalls are and the way to prevent them.
- It illustrates the nice and undesirable methods of negotiating via administration matters, utilizing case examples and lightening the messages with witty cartoons.
Written by means of a GP with over 10 years' event enhancing a number one GP journal, and an accountant whose company advises over 2500 GPs, the data this is sound, appropriate and recent. It offers trustworthy and reassuring details for medical professionals beginning out of their careers in addition to these seeking to refresh their administration skills.
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Additional resources for How to Manage Your GP Practice
Example text
This approach although not unheard of in business is rarer and not quite so engrained in the psyche of many businessmen and women. Their life experiences are closer to that of their staff in many aspects and are a far cry from the harsh realities of life and death which doctors deal with on a daily basis. Rewarding staff rewards the practice Commercial organisations commonly set target-driven bonuses to motivate staff and increase profits. While this remains rare in general practice some business minded practices have found it a useful tool.
CURRENT ACCOUNTS Balance at 1 April 2009 Share of Profit Less: Drawings Superannuation Taxation Balance at 31 March 2010 Dr. G. £ Dr. S. £ Dr. H. £ Total £ 27,580 80,821 108,401 33,866 100,495 134,361 17,965 50,171 68,136 79,411 231,487 310,898 45,500 13,775 23,822 83,097 25,304 53,800 21,475 37,230 112,505 21,856 31,560 8,033 13,831 53,424 14,712 130,860 43,283 74,883 249,026 61,872 Basic practice accounting 10 SUNNIHILL HEALTH CENTRE SCHEDULE OF DRAWINGS FOR THE YEAR ENDED 31 MARCH 2010 MONTH April May June July August September October November December January February March Additional Drawings Dr.
When there is a serious matter or when underperformance becomes a consistent and damaging problem, managers may decide to formalise the process to demonstrate the gravity of the situation and to try to solve it. At this stage the formal disciplinary procedure kicks in. The exact formal disciplinary processes will vary between businesses and in larger companies is a HR function. The key stages in a typical procedure for GPs are outlined below. 1 Schedule a meeting between the employee and their direct manager who is often the practice manager, and another representative from the practice.
