This document discusses various topics related to health care management and patient satisfaction. It addresses how to delight patients, provide quality service, and handle complaints effectively. It emphasizes treating the patient as the most important person and focusing on their experience. Specific tips are provided for dealing with angry patients and common patient complaints. The importance of seeing things from the patient's perspective is highlighted. Overall, the document stresses prioritizing excellent patient care, communication and satisfaction.

1. Health Care Management
Ravi Kumudesh
MSc / BSc / PG Dip (SMgt) / Dip(MLT)
Sri Lanka Society for Medical Laboratory Science (SLSMLS)
slsmls.org
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2. How to Delight your Patient ??
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3. Does You Provide a Quality Service?
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4. 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
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6. How many Complaints do you receive ?
• Per Year ?
• Per Month ?
• Per Week ?
• Per Day ?
• Per Hour ?
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7. “ 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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8. Who is the most important
person in the Hospital ?
• Doctors ?
• Nurses ?
• MLTT ?
• Receptionist ?
• Accountant ?
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9. Health staff
were GODs
Supreme
Authority
Patient was
Servant
The
disciple/believer
Medical
Practice
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10. Time is getting changed !
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11. 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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12. “The patient will never care
how much you know, until
they know how much you
care !”
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Remember…..

13. Are you a Manager ?
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14. 16.09.2015 @MRI slsmls.org 14
Middle
Managers
First-Line
Managers
Operative Employees
Top
Managers
Which type of manager you are ??
Supervise
Others
Work
on Jobs

15. 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 ?

16. Then, What is your organizational level ??
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17. slsmls.org
1–17
Organizational Levels
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18. 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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19. Essential Elements of
Laboratory Management
• Human resource management
• Quality management systems
• Procurement and supplies management
• Laboratory equipment management
• Laboratory information management system
• Safety and waste management
• Laboratory finance management
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20. 16.09.2015 @MRI slsmls.org 20
Informational
Decisional
Interpersonal
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

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

24. 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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25. 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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26. 1–26
Management
Process
Activities
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27. slsmls.org 1–27
Relative Amount of Time That Managers
Spend on the Four Managerial Functions
Figure 1.416.09.2015 @MRI

28. slsmls.org 1–28
Skill Types Needed by Managerial Level
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29. 1–29
Building Blocks of Competitive Advantage
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30. 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 ?

32. 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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33. What are the elements of
Strategic Thinking?
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34. 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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35. External Analysis
• Identify strategic opportunities and threats
in the operating environment.
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36. Internal Analysis
• Identify strengths
– Quality and quantity of resources available
– Distinctive competencies
• Identify weaknesses
– Inadequate resources
– Managerial and
organizational deficiencies
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37. slsmls.org
37
Opportunities for satisfaction in
hierarchy of human needs.
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38. slsmls.org
38
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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39. What is Human Resource Management ?
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40. 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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41. 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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42. 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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43. 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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44. Strategy and Competitive Advantage
 Low-Cost Strategy
 Differentiation Strategy
 Focus Strategy
Offensive Strategy -- Implement
Defensive Strategy -- Protect
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45. Hospital Situation and Analysis
S W O T
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46. 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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48. SWOT is a summary of your
• Strengths
• Weaknesses
• Opportunities
• Threats
Internal
External
SWOT Analysis
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49. 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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50. How to conduct SWOT Analysis?
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51. Activity
• Analyze the external and internal environment
of your profession
• Give your suggestions to convert threats into
opportunities and weaknesses into strengths
have been identify in your lab.
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52. Again, do not forget ??
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53. Patient is the King
CRM is a MUST
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Why it is Difficult …

55. The 10 Commandments
1. The patient is never an interruption, the
patient is our 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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56. The 10 Commandments
6. Don’t say, "I don't know.” Say “ I will
find out”.
7. The patient pays your salary - treat him
like your boss !
8. Choose positive words
9. Always go an extra mile. Exceeding
patient expectations is the best way of
keeping patients happy !
10.Brighten every patient's day. This will
make your own life happier.
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57. 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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58. 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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59. 59
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

60. Our Reactions against 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 institution.
 A complaint is evidence that, in the customer’s view, we
have not met their expectations.

61. “Mystery Patient”
Come to your clinic as a patient
• Helps you to think like a patient !
• Seeing things through the
patient’s eyes will make you more
empathetic !
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62. 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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63. 63
Two levels of messages in Complaints
Example 1
Surface message
Report of your lab is “Unreliable” as doctor says it is a “Bad
report”
Underlying message
He doesn’t understand the Diagnostic value of it
Example 2
Surface message
I am disappointed with the service during my last visit
Underlying message
He is testing the value of his loyalty to our service

64. Our mission and purpose
Should be…
To cure sometimes,
to relieve often,
to comfort always
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Be a Innovative Manager