Hospital Hospitality and Strategic Management

Hospital Hospitality &

Strategic Management

Ravi Kumudesh MSc / BSc / PG Dip (SMgt) / Dip(MLT)

Sri Lanka Society for Medical Laboratory Science (SLSMLS)

Sri Lanka Association of Medical Laboratory Technologists (SlagMLT)

How Delight your

Internal and External

Customers

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Does Your Lab Issue a Quality Report ?

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Don’t Miss judge Don’t Misused

We are proud of our professional competence

Patients have no way of judging this.

Some time it assumes all are competent ! But ..?

Judge it with our behavior


How many Complaints do you receive ?

• Per Year ?

• Per Month ?

• Per Week ?

• Per Day ?

• Per Hour ?

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“ We are the best !” Why we continue to fool ourselves

• Only 1 of 20 unhappy patients bother to complain.

• Others walk out of your Laboratory and tell ten others about their bad experience.


Who is the most important

person in the Hospital ?

• Doctors ?

• Nurses ?

• MLTT ?

• Receptionist ?

• Accountant ?


Health staff

were GODs

Supreme Authority

Patient was Servant

The disciple/believer

Medical

Practice


Time is getting changed !


Dealing with unhappy patients

• Dissatisfaction

Mismatch between Expectation and Reality

• Satisfied patients will tell three other people

• Dissatisfied patients will tell 20 others.

• However, if you can satisfy an unhappy patient, he will tell at least 50 others, and become your most valuable ally !

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“The patient will never care how much you know, until they know how much you care !”

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Remember…..

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Structure People

A

Goals

B

Common Characteristics of

Organizations

Are you a Manager ?

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Middle

Managers

First-Line

Managers

Operative Employees

Top

Managers

Which type of manager you are ??

Supervise

Others

Work

on Jobs

What is your Organization ?

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Is it Government Service of Sri Lanka ?

Is it Ministry of Sri Lanka ?

Is it a Government Hospital ?

Is It a Department of Pathology ?

Is it a Hospital Laboratory ?

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The Organization and its Environment

Patients

& Doctors

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Then, What is your organizational level ??

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Organizational Levels

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Efficiency and Effectiveness

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Goals

Low

Waste

High

Attainment

Means

Efficiency

Ends

Effectiveness

How Do We Define Management? R

es

ou

rce

Usa

ge

Go

al A

ttain

me

nt

What have we herd about Management ??

• Human Resource Management (HRM)

• Customer Relationship Management (CRM)

• Complaint Management

• Time Management

• Quality Management

• IT Management

• Knowledge Management

• Strategic Management

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Essential Elements of Laboratory Management

• Human Resource Management (HRM)

• Quality Management (QM, TQM)

• Procurement and Supplies Management

• Laboratory Equipment Management

• Laboratory Information Management (LIM, LIS)

• Safety and Waste Management

• Laboratory Finance Management

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Informational

Decisional

Interpersonal

The Roles of

Management

The Mintzberg

Studies


Specific Management Skills

• Handling conflicts

• Motivating employees

• Solving problems

• Handling information

• Growing and developing

• Controlling the environment

• Organizing and coordinating


Management Competencies

• Initiate and implement changes and improvement

• Monitor, maintain, and improve delivery

• Monitor and control the use of resources

• Allocate resources effectively

• Recruit and select personnel

Management Charter Initiative (MCI)


Management Competencies

• Develop teams, individuals, and self

• Plan, allocate, and evaluate work

• Create, maintain, and enhance relationships

• Seek, evaluate, and organize information

• Exchange business information

Management Charter Initiative (MCI)

What is Management ???

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Planning

The Process of Management

Controlling

Organizing

Leading

Definition

• “Management is the art of “knowing what you want to do” and then seeing that it is done in the best and cheapest way. ……F.W.Taylor

• Management as a process “consisting of planning, organizing, actuating and controlling, performed to determine and accomplish the objective by the use of people and resources.”

……George R. Terry

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In this definition,

• Planning means Plan in advance. • Organizing means coordination between human

resources and material resources. • Actuating means motivation and giving direction to

subordinate. • Controlling means to ensure about implementation

of plan without deviation. Thus this definition tells that management is act of

achieving the organization objectives.

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Management Process

Activities

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Functions of Management

• It is a process of deciding the business objectives and charting out the plan/ method for achieving the same. This includes determination of what is to be done, how, and where it is to be done, who will do it and how result are to be evaluated.

This function expected to be carried out throughout the organization. It should be performed by the manager at all levels.

Planning

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Organizing

• According to Allen, the organizing refers to “ the structured which results from identifying and grouping the work, defining and delegating responsibility and authority and establishing relationships.”

• To organize a business is to provide it with everything useful to its functioning i.e. personnel, raw materials, machineries, capital etc.

• Once objectives are established, manager has to develop plan to achieve them with help of human resources as well as material resources.

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Directing

• Directing involves communication, leadership and motivation.

Communication is the process of passing the information and understanding it from one person to other person.

Leadership is the function whereby the person or manager guides and influences the work of his subordinates.

Motivation is to motivate the employee to give their best to the organization.

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Controlling • The controlling involves

1. Establishing standards of performance.

2. Measuring current performance and comparing it against the established standard.

3. Taking corrective action that does not meet the standard.

Control compels the events to confirm to plans.

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Innovation and Representation

• These are also two important additional managerial functions.

• Innovation means crating new ideas which may either result in the development of new products or finding new uses for older ones. It is necessary to grow better.

• The manger has to represent himself for the organization. A manger must win support effectively from different groups (either internal or external).

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Relative Amount of Time That Managers Spend on the Four Managerial Functions

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Skill Types Needed by Managerial Level

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Building Blocks of Competitive Advantage

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What are the other “Total…” available? TQM - Total Quality Management

TPM - Total Productive Maintenance

TITS - Total IT Solutions

TCS - Total ??

TNAW - Total ??

TIM - Total Innovation Management

Everything Become as a “Total”

QC QA QM TQM

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Summary of TIM in Mind Map

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Creativity is the generation of new ideas Innovation is the process of transformation of creative ideas into desired outputs.

What is Creativity & Innovation?

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Why do some firms succeed while others fail ?

• What is strategy?

An action a company takes to attain superior performance. In this context it means allocations of resources. Resources may be same but if they are combined in different ways some get superior performance; some get ordinary performance. Strategic Management studies the ways to make superior performance.

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A central objective of strategic management

is to learn why this happens.

The Art and Science of Formulating,

Implementing, and Evaluating

Cross-Functional Decisions

That Enable an Organization to

Achieve It’s Objectives

What is Strategic Management ??

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Managers from all

functional areas listen and

discuss their views in

strategic management

meetings. This interaction

yields learning,

appreciation, and

understanding among

managers who otherwise

do not communicate with

each other

The Communications Benefits of

Engaging In Strategic Management

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Strategic Planning • Rational planning by top management?

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Defining the Mission and Setting Top-Level Goals

External Analysis of Opportunities and Threats

Internal Analysis of Strengths and Weaknesses

Selection of Appropriate Strategies

Implementation of Chosen Strategies

Basic Strategic Planning Model

What are the elements of Strategic Thinking?

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Mission and Goals

• Mission – Sets out why the organization exists and what it

should be doing from point of view of customer.

• Major goals – Specify what the organization hopes

to fulfill in the medium to long term.

• Objectives – Objectives to be attained that lead to superior

performance.

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External Analysis

• Identify strategic opportunities and threats in the operating environment.

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Internal Analysis

• Identify strengths

– Quality and quantity of resources available

– Distinctive competencies

• Identify weaknesses

– Inadequate resources

– Managerial and organizational deficiencies

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Strategic Managers

• General managers

– Responsible for the overall (strategic) performance and health of the total organization.

• Operations managers

– Responsible for specific business functions or operations.

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Strategic Leadership

• Vision, eloquence, and consistency

• Commitment to the vision

• Being well informed

• Willingness to delegate and empower

• Astute use of power

• Emotional intelligence

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Opportunities for satisfaction in hierarchy of human needs.

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Key Words :

Management Process

The five basic functions of planning, organizing,

staffing, leading, and controlling.

Human Resource Management

The policies and practices one needs to carry

out the “people” or human resource aspects

of a management position, including recruiting,

screening, training, rewarding, and appraising.

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Key Words :

Authority

The right to make decisions, direct others’ work, and

give orders.

Ling Manager

A manager who is authorized to direct the work of

subordinates and responsible for accomplishing the

organization’s goals.

Staff Manager

A manager who assists and advises line managers.

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What is motivation?

Basic motivational concepts

– Motivation—the forces within the individual that account for the level, direction, and persistence of effort expended at work.

– Reward—a work outcome of positive value to the individual

– Extrinsic rewards—valued outcomes given to someone by another person.

– Intrinsic rewards—valued outcomes that occur naturally as a person works on a task.

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What is Human Resource Management ?

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Definition of HRM:

Human resource management is to make the

most productive use of human resource to the

greatest benefits of the organization and

individuals.

Organization: profits and social commitments.

Individuals: development and achievement.

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The importance of HRM (1) People is the key factor of production.

(2) Productivity is the key to measure a nation’s

economic growth potential, and labor quality is the

key to improving productivity.

(3) Competition today is the competition for talents.

(4) Since man is the most uncontrollable and

unpredictable variable of all production variables,

organizational success depends on the management

of people.

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Functions of HRM Conducting job analysis.

Planning future needs and supplies.

Recruiting and selecting employees.

Orienting and training employees.

Managing wages and benefits.

Performance appraisal.

Communicating (discipline and services).

Building employee commitment (incentives).

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Line managers’ HRM responsibilities

a. Job placing.

b. Orienting new employees.

c. On-job training of employees.

d. Interpreting company policies and procedures.

e. Conducting job appraisals.

f. Controlling labor costs.

g. Labor protection and disciplines.

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Staff managers’ HRM responsibilities

a. A line function: directing and managing people in the HRM department.

b. A coordinating function: coordinating HRM activities across the organization.

c. Staff functions:

Same as the HRM functions plus labor relations and collective bargaining with the trade unions.

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Strategy and Competitive Advantage

Low-Cost Strategy

Differentiation Strategy

Focus Strategy Offensive Strategy -- Implement

Defensive Strategy -- Protect

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Hospital Situation and Analysis

S W O T

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What is SWOT?

• SWOT is a business or strategic planning

technique used to summarise the key

components of your strategic environments.

• SWOT analysis (strengths, weaknesses,

opportunities, and threats analysis) is a

framework for identifying and analyzing the

internal and external factors that can have an

impact on the viability of a project, product,

place or person.

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SWOT is a summary of your

• Strengths

• Weaknesses

• Opportunities

• Threats

Internal

External

SWOT Analysis

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Internal vs. External

• Strengths and Weaknesses

are considered internal factors---meaning you as the business owner can control them. How you manage or market the business controls whether it is a strength or weakness

• Opportunities and Threats

are considered external factors---meaning you have little control over them. It is your job as a business owner to respond appropriately .

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How to conduct SWOT Analysis?

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Activity

• Analyze the external and internal environment of your laboratory

• Give your suggestions to convert threats into opportunities and weaknesses into strengths have been identify in your lab.

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Time is getting changed !

Again, do not forget ??

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Patient is the King CRM is a MUST

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The 10 Commandments

1. The patient is never an interruption, the patient is your work. Everything else can wait !

2. Greet every patient with a smile.

3. Call patients by their name.

4. For patients, all staff members are important as the doctor !

5. Never argue with a patient. Be a good listener.

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The 10 Commandments

1. Don’t say, "I don't know.” Say “ I will find out”.

2. The patient pays your salary - treat him like your boss !

3. Choose positive words 4. Always go an extra mile. Exceeding

patient expectations is the best way of keeping patients happy !

5. Brighten every patient's day. This will make your own life happier.

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How to handle angry patients! RAPSAND

• R = Re-establish rapport (empathy)

• A = Agreement (get the patient to say Yes)

• P = Problem (define this)

• S = Solution

• A = Ask Permission

(is the patient happy with the solution you have offered ?)

• N = Next step ( Follow up)

• D = Document

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Commonest complaints of patients about hospitals • Report Delay …

• Erroneous details

• Specimen mixing up?

• Quality not sure …

• No one to explain

• Unnecessary long time

• Rude staff

• Lack of transparency

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What is Complaint and Complaint Management ??

• “An expression of dissatisfaction made to an organization, related to its services, or the complaints-handling process itself, where a response or resolution is explicitly or implicitly expected”

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What are the Action Steps ??

•Two way

• Informative

Communication

•Smile

•Empathy

Compassion •Competitive

•Value based

Cost

•Expected level

•Health

Cure •Comfortable

•safe

Care

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Recent experience

Activity-1 minute • Turn to the person sitting next to you and

discuss a recent experience where you handled a complaint, focusing on how you reacted to your complaint

• Alternatively, discuss a recent experience where you made a complaint, focusing on how the business reacted to your complaint

Our Reactions angst complains • Ignore complaints • Defensiveness • Anger • Concern re loss of trade, reputation • Annoyance, time consuming, rectification costs • Hindrance- wish they would just go away! • Not believe, what the patient was saying

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These reactions are as a result of “negative attribution”

Blame is being attributed to us or our Laboratory.

A complaint is evidence that, in the customer’s view, we

have not met their expectations.

Come to your clinic as a patient

• “Mystery Patient”

• Helps you to think like a patient !

• Seeing things through the patient’s eyes will make you more empathetic !

« Patient engagement, patient expérience

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How does this matter ?

• Happy patients have better treatment outcomes !

• More compliant because they are engaged

• Laboratory errors.. “Can minimized – Cannot

Stop” They keep us on alert

• Less likely to sue, Can stop it before that…

• Happier patients heal better !

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Two levels of messages in Complaints

• Example 1

– Surface message – product is not working as expected

– Underlying message – I don’t understand the new technology, I need help

• Example 2

– Surface message- I am disappointed with the service during my last visit/purchasing experience

– Underlying message – I am testing the value of my loyalty to your business

Our mission and purpose Should be…

To cure sometimes,

to relieve often,

to comfort always

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Medical Laboratory Managers ...

Laboratory Directors

Laboratory Managers

Quality Managers

Technical Managers

Stores Managers

….

• Challenged to become managers, as well as technical specialists.

• There are many pressures on the modern medical laboratories, managers that may force it to not only keep up to date but to move ahead in preparation for the needs of the future.

• The work environment has changed with the development of new technology. Laboratories have always seen the need for change and development,

• Managers have increased pressure to improve performance, tighten margins, improve quality and negotiate professional barriers.

Medical Laboratory Managers

• Each laboratory must have a strategic plan that describes its long-term goals, such as a move toward more automation or molecular diagnostic techniques.

• Each employee’s role should be clearly defined, and written job descriptions should be provided so personnel know what they are expected to do.

• Therefore, it is a not an easy task for a manger to strike a balance among the laboratory regulations, fiscal responsibility, and employee competence and morale to maintain the overall quality of patient care.

• it is appropriate to remember that the two most important components of management are

• Common sense • Open communication with laboratory staff

Medical Laboratory Managers

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Be a Innovative Manager

Hospital Hospitality and Strategic Management

Healthcare

Transcript of Hospital Hospitality and Strategic Management