Page 484 - WSAVA2018
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 25-28 September, 2018 | Singapore
The owner retains control of all functions
The owner can react quickly to changing circumstances
The owner can personally influence all elements of the organisation
Very effective during new practice start up
The owner gets swamped in detail as the practice grows and cannot perform all of the roles required in an appropriate timescale
Staff can choose to pass all problems straight back to the owner
Rarely works effectively with multiple owners because the decision making process is either unclear or takes too long
Is quickly outgrown, but owners have a reluctance to change because of the loss of control
Once outgrown will cause good staff to leave, and it then becomes very difficult to transform
assistant vets
Owners fail to delegate with sufficient authority and responsibility
Clinical issues overlap between roles which can cause problems
Practice Manager often finds they have many bosses with many views!
Owners can undermine their manager by dealing with non-vets directly
Delegated business operations
Increasing in popularity with larger practices
Business Manager could be a “Managing Partner” or an “external” manager
Has led to a “partnership share” for some “non-vet” managers
Removes the “many heads” effect where there are multiple owners
Allows owners who are “clinical specialists” to focus on their key interest and skills and away from “day to day” activities
Can be used in conjunction with many sub structural forms, for example with a Head Nurse or Head receptionist
Requires owners to understand their roles as shareholders, directors and technicians, and play them accordingly
Requires effective delegation of authority and responsibility
Departmental structure
Used by practice groups with many business units
Includes as many profit centre managers as there are profit centres
Some roles may not be “full time” depending on size Some roles may be performed by “owners”
Organisational structure reflects the organisational needs Creates a strong and cohesive management team Negatives
Requires well developed “managers” to be successful
Choosing the right structure?
Delegated non-clinical
The first step from owner centric
Delegation of non-clinical issues to an “Administration Manager”
Removes admin burden from owners
Enables the practice to bring in or develop “managerial skills”
Owner(s) retain control of key clinical roles
Often misunderstood by owners who fail to delegate with sufficient authority to enable the form to work
This is the perceived state by the owner’s of many owner centric practices!
Delegated non-vet
The next logical step
Delegation of all staff roles and functions other than veterinary surgeons to a “Practice Manager”
Commonest form amongst mid size practices
Allows further development of the managerial role Reduces admin burden on owners
Owners (usually vets) retain the management of the

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