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Results for “Employee Discipline”

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At least 73 records · Page 4Linked to original sources
PubMed1995

Management for doctors. Getting the best from people.

To get the best out of people the McGregor Theory 'Y' manager will be supportive and collaborative rather than controlling. The aim will be to appoint staff to properly designed jobs and to motivate them by working with them and agreeing joint goals, by encouraging self development and appropriate training, and by being both firm and fair. In essence this manager will care about colleagues and see them as a resource to be nurtured rather than competitors to be undermined or costs to be cut. If the doctor in the case study had been treated in this way perhaps he might still be motivated and treating British patients instead of going to Saudi Arabia where he feels more greatly valued both as an individual and a professional.

Consultants↗
PubMed2006

The court medical expert in France: changes in status.

In France the status of the court expert has undergone a significant change with the adoption of statute no. 2004-130 of 11 February 2004 and its implementing regulations no. 2004-1463 of 23 December 2004. This article looks at the two most outstanding aspects of this change in status: (i) the conditions for registering on a court of appeal list and, (ii) the practical details of the quality control of the court expert's work as exercised by the judge. The article concludes with a brief comparison with the expert witness situation in England and Wales.

Clinical Competence↗
PubMed2000

Responding to trainee doctors in difficulty.

Appropriate workload, good clinical and educational supervision and rigorous appraisal routines will prevent a number of trainees developing difficulties. When difficulties do occur the presence of such arrangements will facilitate appropriate emotional and practical handling of these problems.

Defense Mechanisms↗
PubMed2006

Conflict resolution.

The sooner conflict is identified and confronted, the more quickly it can be resolved (and the sooner, the better). When this is accomplished calmly and objectively, many areas of conflict will be eliminated. Addressing conflict as it arises also sends a clear message to the team that the practice seeks resolution, not punishment or negative consequences. In addition, the dentist and the office manager need to lead by example by avoiding gossip and encouraging open communication. The goal is to go from a parent-child relationship with the dental team to an adult-adult relationship using this series of managerial conflict resolution steps.

Adult↗
PubMedDate not supplied

Sexual harassment: guidelines for laboratory managers.

Sexual harassment can poison a work environment, create legal problems, and cause productivity to suffer. Excellent clinical laboratories recognize its potentially disruptive effects and develop proactive strategies to deal with sexual harassment while enacting policies that prevent its occurrence. This article outlines steps to be taken when sexual harassment is alleged. A sample organizational policy on sexual harassment is also included.

Canada↗
PubMed1993

Behavior improvement: a two-track program for the correction of employee problems.

In the best of all possible working worlds no one would ever have to be involuntarily terminated from employment. Whether a punitive discharge for a severe violation of a word rule, or a gentle dismissal for failure to meet job standards, termination is one of the most difficult tasks a supervisor ever has to perform. However, it is the effect on the employee that should dominate the supervisor's thoughts and actions, not the personal uneasiness with which the supervisor greets the task. It is because of the impact on the employee that the supervisor has a responsibility to do everything reasonably possible to ensure the employee's success before resorting to dismissal or discharge. Adopting this sort of caring attitude toward employees is not easy; most of our management role models of past years were raised on authoritarianism. As a result there is in many supervisors a tendency to simply weed out the troublesome employee and start again with someone new. However, any supervisor can fire, but it is the exceptional supervisor who can salvage an employee and turn a source of problems into an effective producer.

Employee Discipline↗
PubMed1995

"That's not my fault!".

Employees may use denial as a way to cope with underperformance. When denial is used in the health care environment by employees, it often presents the supervisor with a situation requiring intervention. This article describes the dynamics of denial and strategies for the supervisor for responding to denial in the workplace.

Denial, Psychological↗
PubMed1990

A supervisor's role in workplace drug abuse.

On-the-job drug abuse has become a major concern throughout business, industry, and the professions. Health care supervisors interact daily with their employees and are responsible for work production and performance standards. Likewise, they are usually first to detect changes in these standards and changes in their personnel. The supervisor plays a pivotal role in any drug abuse policy. The supervisor should create an atmosphere of intolerance with regard to drug abuse and recognize that the employer's most persistent personnel problems are usually rooted in the personal problems of its employees. The employer's overall goal should be improving the work environment and maintaining high levels of job performance and productivity while restoring and maintaining the employee's self-image and the employer's reputation in the community.

Counseling↗