Question

求翻译~~~~~

One of the key ingredients to developing a successful cosmetic surgery practice is to have a staff that contributes to that success. But how is an effective staff developed?
On Track talked to cosmetic surgeons around the country and asked them if they do anything specific to keep their staffs trained and motivated to do the best job possible. Responses range from simply expecting employees to do the best they can do because it's their job to treating them as if they were part of the family—with everything in between.
Integrate staff
Johnson J. Thottam, M.D., Canton, Ohio, voices the contention of many of the surgeons— that employees have to feel they have an integral stake in the success of a practice.
"We have monthly meetings in the office and discuss anything we may be considering for the practice. We ask for their input as to what they think— and sometimes the/ve read something themselves in magazines which they think might be worthwhile to add to the practice."
A solo practitioner and assistant professor at Northeastern Ohio Universities College of Medicine, Rootstown, Ohio, Dr. Thottam also believes in bonuses, measuring those on a subjective basis.
"The most important thing we take into account is patient satisfaction. We discuss that each month, too. Sometimes patients tell me things about staff members and we have an ongoing process in which we discuss how we can correct problems. If employees make improvements, they can still earn those bonuses even if they have had complaints."
Peter A. Galpin, M.D., practicing in Kahului, Hawaii, laughs and suggests asking his staff what actually works in motivating them. Then he says that from his point of view, the key is to,
"Pay them well and give them everything they ask for."
But seriously, according to the solo practitioner, "My view is that running the practice is really a team effort I respect the input of the members of my staff and try to treat them as equals within the office. I hope that engenders a work environment that's positive for them.
"If my staff feels they need something to make their job easier to handle and to create a better work environment, I try to accommodate them. My front office staff was asking for new cabinets and for a fax scanner— things like that. Whatever makes it work is fine. I think what is more important, however, is the fact that my staff feels comfortable coming in and asking.
"Particularly in a small office, we're all sort of equally important to the final outcome—to the product we turn out, so I want them to feel that way"

Answer 1

要成功进行整形手术操作的主要条件就是又一个能够有助于成功的员工.但是要怎样找到这样的员工的?
在全国找寻整形外科医生和与他们的谈论中,他们被问道是否能够才去特别的措施来培训员工和激励员工尽可能做到最好的问题.他们的答案从简单地希望员工做到最好,因为那是他们的工作,到把他们看作是家庭成员的一份子---with everything in between
团结员工
Johnson J. Thottam, M.D., Canton, Ohio说出了许多外科医生的看法,即员工要成功进行手术,必须感受到他们拥有不可分割的股份."我们在办公室里开月份会议,讨论手术中我们也许要考虑到的事,我们要求他们说出自己的想法,有时候他们需要阅读一些他们认为添加入手术会都对手术有用的材料."
在Northeastern Ohio Universities College of Medicine, Rootstown, Ohio的Thottam博士,它是一个单独从业者兼助理教授,他也相信一个人基础来衡量的奖金的作用."我们需要考虑的最重要的一点就是病人的满意度,我们也对此每个月讨论一次.有时候病人告诉我有关员工的事情,我们也会不间断地讨论该如何改正.如果员工进步了,即使他们有抱怨他们仍能获得奖金."
Peter A. Galpin, M.D., 在Kahului, Hawaii工作, 笑并暗示他的员工在激励他们过程究竟是什么发挥了效用,然后他说出自己的观点---关键 在于"给员工较好的工资待遇并且给予他们要求的所有东西."
但糟糕的的是,按照独立从业者所说: "他认为进行手术要靠团队的努力.我尊重我的员工的想法,并平等地对待他们的看法.我希望这能够产生一个对他们有积极作用的工作环境"
"如果我的员工认为他们需要一些东西来让他们的工作能够更简单的进行,并建立一个更好的工作环境,我尝试调解他们,我的前台员工曾要求要一个新的柜子和一台传真扫描仪诸如此类的东西.不管任何让次发挥效用的东西都是好的.然而,我认为更重要的事实上是我的员工觉得进来提要求觉得舒服."
"特别是在一个小办公室,我们对于最终成果是来说是一样重要的,对于产生结果,我希望他们也是如此认为"

自己翻译,望接受

Answer 2

一个关键的成分来开发一个成功的整形手术实践是有一个员工,有助于成功。但是如何是一种有效的人员开发?
　　在追踪跟全国各地的整形外科医生,询问他们是否他们做任何特定于保持他们的员工培训,有动力的工作做得最好可能的。响应范围从简单的期望的员工做他们最好能做到是因为他们的工作就是把他们当作family-with everythi的一部分

Answer 3

一个关键成分，以建立一个成功的整容手术的做法是一个工作人员，有助于成功。但如何有效的员工发展？轨道和美容外科医生在全国各地并问他们是否他们做任何具体的员工保持训练和动机的工作尽量做到最好。反应范围从简单的期待员工做他们所能做的最好的是因为他们的工作就是把他们作为他们的一部分，family-with之间的一切。整合的工作人员约翰逊·thottam，医学博士，广州，俄亥俄州，声音争论很多的外科医生，员工也感到他们有一个不可分割的股份的成功实践。“我们每月的会议在办公室讨论任何我们可能考虑的做法。我们要求他们的投入，他们认为，有时我自己读一些杂志，他们认为可能是值得添加到实践。”一个单独执业助理教授在东北俄亥俄大学医学院，鲁斯敦，俄亥俄，thottam博士也认为奖金，测量的基础上的主观。“最重要的事情，我们考虑到病人的满意度是。我们讨论每一个月，太。有时病人告诉我一些关于工作人员和我们有一个持续的过程中，我们讨论我们如何能够正确的问题。如果员工作出改进，他们仍然可以获得这些奖金，即使他们已经抱怨。”彼得·加尔宾，医学博士，执业卡富鲁伊，夏威夷，笑和建议要求他的员工实际工作激励他们。他说，在他看来，关键是，“他们并给他们他们要求的任何东西。”但严重的是，根据单独医生，“我的观点是，运行实践确实是一个团队的努力，我尊重输入的成员和我的工作人员把他们当作平等办公室内。我希望产生一个工作环境，积极为他们。“如果我的工作人员认为，他们需要的东西，使他们的工作更容易处理，创造一个更好的工作环境，我想他们。我的前台员工要求新的橱柜和传真扫描器之类的。什么使它的工作是好的。我认为更重要的是，然而，事实是，我的工作人员感觉舒适来并询问。“特别是在一个小办公室，我们都是同样重要的最终结果我们了，所以我想他们这样的感觉”