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)
HowDelight 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 !

“The patient will never care
how much you know, until
they know how much you
care !”
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 ?
16.09.2015 @MRI slsmls.org 1-15
 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 ?

1–16
The Organization and
its Environment
Patients
& Doctors
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Then, What is your organizational level ??
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slsmls.org
1–18
Organizational Levels
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slsmls.org
1–19
Efficiency and Effectiveness
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Goals
Low
Waste
High
Attainment
Means
Efficiency
Ends
Effectiveness
How Do We Define Management?
ResourceUsage
GoalAttainment

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
16.09.2015 @MRI slsmls.org 1-21

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
slsmls.org 2216.09.2015 @MRI

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 ???

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

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.

1–31
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

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.

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.

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.

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).

slsmls.org 1–37
Relative Amount of Time That Managers
Spend on the Four Managerial Functions
Figure 1.416.09.2015 @MRI

slsmls.org 1–38
Skill Types Needed by Managerial Level
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1–39
Building Blocks of Competitive Advantage
Figure 1.516.09.2015 @MRI slsmls.org

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

Summary of TIM in Mind Map

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 ??

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

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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slsmls.org
54
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.

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.

slsmls.org
57
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.

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.

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).

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.

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.

Strategy and Competitive Advantage
 Low-Cost Strategy
 Differentiation Strategy
 Focus Strategy
Offensive Strategy -- Implement
Defensive Strategy -- Protect

Hospital Situation and Analysis
S W O T

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

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 .

How to conduct SWOT Analysis?

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 ??

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.

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.

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

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

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

80
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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slsmls.org
1-81
 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

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 !

84
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

slsmls.org16.09.2015 @MRI 1-89
Be a Innovative Manager

Hospital Hospitality and Strategic Management

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