Stratergic Management and Hospital Hospitality

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Hospital Hospitality Strategic Management
How Delight yourInternal and External Customers

• 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)

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Does Your Lab Issue a Quality Report ?
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Dont Miss judge Dont 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

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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.

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Who is the most important person in
the Hospital ?

• Doctors ?
• Nurses ?
• MLTT ?
• Receptionist ?
• Accountant ?

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Medical Practice
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Time is getting changed !
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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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Remember..

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

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Common Characteristics of Organizations
Structure
People
Goals
?
B
A
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Are you a Manager ?
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Which type of manager you are ??
Supervise Others
Top Managers
Middle Managers
First-Line Managers
Work on Jobs
Operative Employees
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What is your Organization ?

• 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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How Do We Define Management?
Means Efficiency
Ends Effectiveness
Goals
Goal Attainment
Low Waste
High Attainment
Resource Usage
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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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The Roles of Management The Mintzberg Studies
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Specific Management Skills

• Handling conflicts
• Motivating employees
• Solving problems
• Handling information
• Growing and developing
• Controlling the environment
• Organizing and coordinating

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Management Competencies
Management Charter Initiative (MCI)

• 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

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Management Competencies
Management Charter Initiative (MCI)

• Develop teams, individuals, and self
• Plan, allocate, and evaluate work
• Create, maintain, and enhance relationships
• Seek, evaluate, and organize information
• Exchange business information

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What is Management ???
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Planning
Organizing
The Process of Management
Leading
Controlling
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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
Planning

• 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.

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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
Figure 1.4
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Skill Types Needed by Managerial Level
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Building Blocks of Competitive Advantage
Figure 1.5
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What are the other Total available?
Everything Become as a Total

• TQM - Total Quality Management
• TPM - Total Productive Maintenance
• TITS - Total IT Solutions
• TCS - Total ??
• TNAW - Total ??
• TIM - Total Innovation Management

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Summary of TIM in Mind Map
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What is Creativity Innovation?
Creativity is the generation of new
ideas Innovation is the process
of transformation of creative ideas into desired
outputs.
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Why do some firms succeed while others fail ?
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A central objective of strategic management is to
learn why this happens.

• 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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What is Strategic Management ??
The Art and Science of Formulating, Implementing,
and Evaluating Cross-Functional Decisions
That Enable an Organization to Achieve Its
Objectives
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The Communications Benefits of Engaging In
Strategic Management
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
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Strategic Planning

• Rational planning by top management?

Basic Strategic Planning Model
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
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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 hopesto 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 businessfunctions 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 organizations goals.
• Staff Manager
• A manager who assists and advises line managers.

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What is motivation?

• Basic motivational concepts
• Motivationthe forces within the individual that
  account for the level, direction, and persistence
  of effort expended at work.
• Rewarda work outcome of positive value to the
  individual
• Extrinsic rewardsvalued outcomes given to
  someone by another person.
• Intrinsic rewardsvalued 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 nations
   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

1. Job placing.
2. Orienting new employees.
3. On-job training of employees.
4. Interpreting company policies and procedures.
5. Conducting job appraisals.
6. Controlling labor costs.
7. Labor protection and disciplines.

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Staff managers HRM responsibilities

• A line function directing and managing people in
  the HRM department.
• A coordinating function coordinating HRM
  activities across the organization.
• 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
W
O
T
S
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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 Analysis

• SWOT is a summary of your
• Strengths
• Weaknesses
• Opportunities
• Threats

Internal
External
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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 gettingchanged !
Again, do not forget ??
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Patient is the KingCRM 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

• Dont say, "I don't know. Say I will find
  out.
• The patient pays your salary - treat him like
  your boss !
• Choose positive words
• Always go an extra mile. Exceeding patient
  expectations is the best way of keeping patients
  happy !
• 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 ??
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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

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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

• 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 customers
  view, we have not met their expectations.

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Come to your clinic as a patient

• Mystery Patient
• Helps you to think like a patient !
• Seeing things through the patients 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 dont 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

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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
• .

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Medical Laboratory 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.

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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 employees 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

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Be a Innovative Manager
Thank You !