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Find out if you’re eligible for substantial savings on your professional indemnity insurance
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For a practice to work efficiently and
effectively, it is important that each person is fully aware of his
or her role and is clear what responsibilities they should assume.
A sound organisational structure is the best beginning.
You will certainly have some administrative staff and there may
be more than one medical practitioner and/or principal/partner in
your practice. If you have more than one principal or partner, it
is likely that you will need to make staffing and other decisions
You need to design an organisational structure that will:
The position descriptions (see Recruitment and selection)
developed for recruitment should continue to be used after staff
are employed. Referring to them at regular intervals as part of the
performance management system allows each person to maintain
clearly-defined roles and responsibilities. In the initial stage,
and whenever you recruit new staff, it is a good idea to monitor
the workability of the structure you have chosen. This can be done
at your regular management, general staff and individual
The organisational structure needs to show clear lines of
responsibility and communication. Keep it simple. You need to have
a senior person such as a practice manager to ensure all tasks and
functions are allocated and undertaken effectively. This person
manages the remaining team functions. In a small practice, this may
mean there is a practice manager and just one or two other
If there is more than one principal/partner, decide who will be
responsible for which parts of the business, when joint decisions
are mandatory and when autonomous decisions can be made. This
should be documented in some way.
Establish clear, unambiguous reporting lines which outline
spending authorities and decision-making parameters.
Create an organisation that encourages and values feedback and
input from all staff. Your support and administrative staff are
often in the best position to notice when things need
Establish formal communication processes (e.g. emails, office
memos, communications book, regular team meetings) to ensure that
must-know information is shared with all appropriate parties.
Consider your patients as part of your organisational structure.
Review your structure each time you revisit your business plan or
when there is any change that will affect your business
Clearly define the roles of each position you have in your
organisation and check them against your organisation chart.
Consider how the roles will work together, check for gaps and
Write position descriptions for each role (see Recruitment and selection),
including information about:
It is important for position descriptions to set out the
expectations of the role in clear terms. It should also be made
clear that other tasks may be required from time to time, which are
within the competence of the staff member.
Work through expectations with each new employee, both their own
and yours. Review roles as the practice grows. Pay particular
attention when there are new staff, new equipment, new systems or
new legislation or other factors that may significantly affect any
or all roles in the practice.
Download the Staff and organisation roles checklist
Download the Updating the Policy and Procedures checklist
A Board of advice is an essential component of successful
practice management. It normally includes an accountant, financial
planner and solicitor. Its aim is to provide specialist expertise
in areas where you may need professional support (e.g. accounting,
law, human resources). Such a board can provide a range of views in
those areas of management crucial to the success of your business.
This is not usually a formal 'board' that meets regularly (this
will be very expensive) but represents a pool of expertise you can
access as required.