Atricle Dump - Business

Difficult Employees-Poor Performance - 10 Tips for Dealing with it in the Workplace
I personally struggle with the term 'managing people' - because I firmly believe that people cannot be managed – only processes and systems can. How many times have you heard it said – “Why won’t my employees just do as they are as

ot pass muster. Instead, simply tell them that you want to know if there have been any employment issues that have arisen in the Group that ended up in litigation. This way your question stays under the radar and nobody gets

Produce More Sales from your Email Promotions Five Ways - Part 1
Do sales come from your ezine regularly? How many well-written articles do you submit per week to opt-in online ezines? How often do you send thank you's and follow up messages to your different email groups? If you answere

The 9 Biggest Employment Concerns For A New Doctor
1. Have they had associates before? How many? How long did they stay? Why did they leave?
2. Were they forced to leave? Was it voluntary? Was it mutually agreeable? Was there any bad blood?
3. Do they have a restrictive covenant for the physician employees? (A restrictive covenant is simply a promise from you that if you leave the Group for any reason, then you will not be able to practice medicine for a specific time within a specific location.)
4. Has the Group ever had to go to Court to litigate a restrictive covenant? Why? This is a touchy question. By raising it, the Group might construe such a question as a feeler for whether they would ever go after you if you violated your restrictive covenant.
"Why would you raise the issue if you never intend to violate our restriction?" "Just curious, I guess," may not pass muster. Instead, simply tell them that you want to know if there have been any employment issues that have arisen in the Group that ended up in litigation. This way your question stays under the radar and nobody gets t
Implement the Benefit of Business Change with R-pM
Conventional methods implement the costs of change and prevent benefits. Benefit from change through R-pM.Many of us have participated in business change projects. I am sure that we share many experiences with the difficulti
eable? Was there any bad blood?
3. Do they have a restrictive covenant for the physician employees? (A restrictive covenant is simply a promise from you that if you leave the Group for any reason, then you will not be able to practice medicine for a specific time within a specific location.)
4. Has the Group ever had to go to Court to litigate a restrictive covenant? Why? This is a touchy question. By raising it, the Group might construe such a question as a feeler for whether they would ever go after you if you violated your restrictive covenant.
"Why would you raise the issue if you never intend to violate our restriction?" "Just curious, I guess," may not pass muster. Instead, simply tell them that you want to know if there have been any employment issues that have arisen in the Group that ended up in litigation. This way your question stays under the radar and nobody gets
Configuration Management
The primary advantage to formal configuration management is a resulting project with good change management, as evidenced through changes that are properly identified, structured, linked and owned. Configuration management provides
e to practice medicine for a specific time within a specific location.)
4. Has the Group ever had to go to Court to litigate a restrictive covenant? Why? This is a touchy question. By raising it, the Group might construe such a question as a feeler for whether they would ever go after you if you violated your restrictive covenant.
"Why would you raise the issue if you never intend to violate our restriction?" "Just curious, I guess," may not pass muster. Instead, simply tell them that you want to know if there have been any employment issues that have arisen in the Group that ended up in litigation. This way your question stays under the radar and nobody gets
Business Start Up Basics
In the HBS Digest, we discussed getting a business up and running. We took a couple of steps a month and by the end of the year we had our grand opening for our business. In this article we will discuss nine succinct steps to put y
uch a question as a feeler for whether they would ever go after you if you violated your restrictive covenant.
"Why would you raise the issue if you never intend to violate our restriction?" "Just curious, I guess," may not pass muster. Instead, simply tell them that you want to know if there have been any employment issues that have arisen in the Group that ended up in litigation. This way your question stays under the radar and nobody gets
Waiter Training - Rehearsing for the Restaurant Show Performance
However sophisticated your training may be, its merits will soon be lost without effective and consistent reinforcement.One of the most effective ways managers can reinforce training is through short and well planned pre-shi
ot pass muster. Instead, simply tell them that you want to know if there have been any employment issues that have arisen in the Group that ended up in litigation. This way your question stays under the radar and nobody gets the wrong idea about your question.
5. Is anyone in the Group currently involved in a malpractice case?
6. Was anyone in the Group previously involved in a case?Was there a settlement or verdict against the group?
7. Do these guys (or girls) testify as experts in malpractice or accident cases?
8. Have any disputes with partners ever resulted in litigation?
9. Has your Group ever dissolved and re-formed with new partners?
The answers to these questions will help you analyze whether this is the right medical group for you to join. Remember, the more information you have before you sign, the better off you'll be during your negotiations and after you sign on the dotted line.

Tags

Links

Atricle Dump - The Top Nine Things A Doctor Needs To Know When Negotiating His Employment Contract

Related Articles: