Presentation on a Decision & Its ImplementationsPresentation on a Decision & Its ImplementationsIntroduction:Our Jupiter hospital is a leading one in the country which is situated in the heart of Dhaka city. This hospital is not a new hospital. Previously in the year 2002 it was 300 bedded hospitals and it is well known healthcare provider to citizens of Dhaka and other areas of the country. With the flourishing income flow we increased our bed from 300 to 400. But from few years back we are facing decreasing our yearly income and it is about 30 lakh to more than 2 Cr taka loss per year.
Objective:As I am a Chief Executive of our hospital I feel, that we have to recover yearly loss and our organization must run with profit within a year. This can be provided by improving our services delivered by doctors, nurses, and paramedics other staffs and lower level staff including cleaner.
Decision:(a)Problem Identification & JustificationI personally being the managing director of this hospital I observed the Health Service market which showed me that other modern 500 bedded hospital like Apollo and Square hospitals entered into the healthcare providing market, with all modern equipment, machineries and technologies, like we have. I have also noticed that some portions of rich patients are leaving the country for better treatment available in the foreign countries. I have surveyed that all the new modern well equipped hospitals with logistic and trained manpower are not better than us but just like us. Another surprising discovery is that patients are rushing to the new hospitals hopping that they will get better service there. I got the opportunity to survey 500 sample survey of the patients who came back after receiving treatment from out side of the country. The result was that they were satisfied with the service delivery and dealings. In this connection I want to say that all hospitals (including private and public) are lacking in this sector to satisfy the patient. So I found that our draw back is in the service providing system, and lack of ability to hospitability. In this regard I, personally with my subordinate directors have long discussion about the problem.
(b) Develop Alternative SolutionsThe management committee got together and brainstormed for a new idea that would save the Hospital from loosing patients as well as decrease in its income.
The management also invited all its employees to join and come up with ideas to improve our current situation.We also talked to our major customers and sample survey of 500 patients.(c) Evaluation of the SolutionsNew campaign for advertisement (electronic and print media).Provide better facilities than other renowned hospitals.Develop competition among departments.Provide training on behavioral science and communication skills to the employees.New campaign for advertisement:Merits:Increase customers.Demerits:UncertainExpensiveProvide better facilities than other renowned hospitals.Merits:Increase customersDemerits:Time ConsumingToo ExpensiveDevelop competition among departments.Merits:Increase skill of the employeesAchieve competitive advantagesDemerits:Uncertain misbehavior among the employeesRivalry among departments will effect the work environment.Provide training on behavioral science and bedside manners to the employees.MeritsSame set of staff can run.Lesser advertisement expenses.
How We Develop our Campaign
Here are some basic principles of the campaign:
We’ve built a program with our internal and external stakeholders to inform the development of new campaigns for the hospital system in its largest, deepest, most comprehensive capacity.
The group’s chief objective is to develop an awareness of why our operations are being changed at the highest level—how much is the cost of a hospital-wide change necessary, and how does a change in staffing and patient situation change this?
We first develop awareness of the changes affecting our patients and their care, in time and on the patient basis, through the efforts of the individual stakeholders who, by their own initiative or by taking advantage of the new technology and services available, can create long-term change and stability in the institution’s service environment.
Since our first campaign, the organization has developed over 1000 different campaigns, with an initial fundraising goal of $500,000 for the organization. We received more than 16,000 applications and over 18K unique e-mails from all over the country. From the start, we made clear to our stakeholders that the needs represented by each of the main initiatives were not only in keeping with their internal or external needs, but they are always the same as for any other hospital.
We also provide an informational service for employees which gives them a way to understand how the needs associated with our work are changing.
Please understand that our actions are different in every way from what we do outside of our hospitals. We only ask that our employees understand the unique aspects of the work to be undertaken by our staff and their needs when they come here.
This is not merely an academic statement, but it is also an opportunity for the hospital system to demonstrate its strengths so that every citizen’s rights and concerns are reflected in the best information available to our employees.
Please don’t be misled by the assumption that we have a specific approach to this. While we feel our main objective is to create an awareness of patient and service concerns and not to change the operating culture, we do understand the need for patients and their care to be addressed within the system we provide. We are taking a holistic approach and have a strategic plan to ensure that every hospital’s patient, family and care groups are consulted and made aware of every aspect of their care.
If you have experience with an organization based in your hospital, you may recognize that we are seeking to establish a holistic approach to improving patient care.
In the past 25 years, we have developed programs which have enabled us to improve our hospitals’ patient care in ways that our internal and external stakeholders were not able to (for example, changing staffing at our oldest or most-important facilities), by encouraging individuals with different needs to join together—as well as collaborating—to create, review and improve the needs of the patients and their care.
Finally, we continue to increase patient awareness in the hospital system but we now ask staff to join us, participate in our campaign—with different employees participating, and with different staff being invited.
Our initial goal is to create a campaign of 10,000 e-mail addresses and more from employees in our local community.
What we’ve done
In addition to improving patient care and providing training and training for staff on the needs of their hospitals while encouraging participation, we have also made some changes to our operational priorities to make sure that our hospitals are safe, effective, secure and stable.
In addition:
We introduced an automated “contact us” system—a way for staff to contact representatives regarding any problems or to discuss staffing issues (