Hospitals vary widely in the services they offer and therefore, in the departments they have.

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hospitals may have acute services such as an emergency department or specialist trauma centre, burn unit,
surgery, or urgent care. These may then be backed up by more specialist units such as cardiology or
coronary care unit, intensive care unit, neurology, cancer center, and obstetrics and gynecology.
Some hospitals will also have outpatient departments and whilst others may have chronic treatment units
such as behavioral health services, dentistry, dermatology, psychiatric ward, rehabilitation services (Rehab),
and physical therapy.
Common hospital support units include a dispensary or pharmacy, pathology, and radiology, and on the non-
medical side, there often are medical records departments and/or a release of information department.
The main, and most common, hospital departments include:
Accident and emergency (A&E) - Also called Casualty Department, where you're likely to be taken if you
have arrived in an ambulance or emergency situation.
Admissions - At the Admitting Department, the patient will be required to provide personal information and
sign consent forms before being taken to the hospital unit or ward. If the individual is critically ill, then, this
information is usually obtained from a family member.
Anaesthetics - Doctors in this department give anaesthetic for operations and procedures. An anaesthetic
is a drug or agent that produces a complete or partial loss of feeling. There are three kinds of anaesthetic:
general, regional and local.
Breast Screening - Screens women for breast cancer and is usually linked to the X-ray or radiology
department.
Cardiology - Provides medical care to patients who have problems with their heart or circulation.
Chaplaincy - Chaplains promote the spiritual and pastoral wellbeing of patients, relatives and staff.
Critical Care - Also called intensive care, this department is for seriously ill patients.
Diagnostic Imaging - Also known as X-Ray Department and/or Radiology Department.
Elderly services - Covers and assists with a wide range of issues associated with seniors.
Gastroenterology - This department investigates and treats digestive and upper and lower gastrointestinal
diseases.
General Services - Support Services include services provided by Departments such as Portering,
Catering, Housekeeping, Security, Health & Safety, Switch, Laundry and the management of facilities such
as parking, baby tagging, access control, CCTV etc.
General Surgery - Covers a wide range of types of surgery and procedures on patients.
Gynaecology - Investigates and treats problems relating to the female urinary tract and reproductive
organs, such as endometritis, infertility and incontinence.
Haematology - These hospital services work with the laboratory. In addition doctors treat blood diseases
and malignancies related to the blood.
Health & Safety - The role of the occupational health and safety department is to promote and maintain the
highest possible degree of health and safety for all employees, physicians, volunteers, students and
contractors, and actively participates in quality, safety and risk initiatives. Numerous health and safety issues
associated with healthcare facilities include bloodborne pathogens and biological hazards, potential
chemical and drug exposures, waste anesthetic gas exposures, respiratory hazards, ergonomic hazards
from lifting and repetitive tasks, laser hazards, hazards associated with laboratories, and radioactive material
and x-ray hazards. In addition to the medical staff, large healthcare facilities employ a wide variety of trades
that have health and safety hazards associated with them. These include mechanical maintenance, medical
equipment maintenance, housekeeping, food service, building and grounds maintenance, laundry, and
administrative staff.
Human Resources - role is to provide a professional, efficient and customer focused service to managers
and staff and in turn facilitate the delivery of a professional, efficient and customer focused service to
patients.
Infection Control - Primarily responsible for conducting surveillance of hospital-acquired infections and
investigating and controlling outbreaks or infection clusters among patients and health care personnel. The
department calculates rates of hospital-acquired infections, collates antibiotic susceptibility data, performs
analysis of aggregated infection data and provides comparative data to national benchmarks over time.
Information Management - Meaningful infromation can be used in quality management, continuous quality
improvement and peer review. By improving the quality of information, core data can be provided for
randomised clinical trials, outcomes research and many studies.
Maternity - Maternity wards provide antenatal care, delivery of babies and care during childbirth, and
postnatal support.
Microbiology - The microbiology department provides an extensive clinical service, including mycology,
parasitology, mycobacteriology, a high security pathology unit, and a healthcare associated infection
investigation unit, as well as routine bacteriology and an expanding molecular diagnostic repertoire.
Neonatal - Closely linked with the hospital maternity department, provides care and support for babies and
their families.
Nephrology - Monitors and assesses patients with various kidney (renal) problems and conditions.
Neurology - A medical specialty dealing with disorders of the nervous system. Specifically, it deals with the
diagnosis and treatment of all categories of disease involving the central, peripheral, and autonomic nervous
systems, including their coverings, blood vessels, and all effector tissue, such as muscle. Includes the
brain, spinal cord, and spinal cord injuries (SCI).
Nutrition and Dietetics - Dieticians and nutritionists provide specialist advice on diet for hospital wards and
outpatient clinics.
Obstetrics/Gynaecology - Specialist nurses, midwives and imaging technicians provide maternity services
such as: antenatal and postnatal care, maternal and foetal surveillance, and prenatal diagnosis.
Occupational Therapy - Helps physically or mentally impaired people, including temporary disability,
practices in the fields of both healthcare as well as social care. Often abbreviated as "OT", Occupational
Therapy promotes health by enabling people to perform meaningful and purposeful occupations. These
include (but are not limited to) work, leisure, self care, domestic and community activities. Occupational
therapists work with individuals, families, groups and communities to facilitate health and well-being through
engagement or re-engagement in occupation.
Oncology - A branch of medicine that deals with cancer and tumors. A medical professional who practices
oncology is an oncologist. The Oncology department povides treatments,
including radiotherapy and chemotherapy, for cancerous tumours and blood disorders.
Ophthalmology - Ophthalmology is a branch of medicine which deals with the diseases and surgery of the
visual pathways, including the eye, hairs, and areas surrounding the eye, such as the lacrimal system and
eyelids. The term ophthalmologist is an eye specialist for medical and surgical problems. The
Ophthalmology department provides a range of ophthalmic eye related services for both in and outpatients.
Orthopaedics - Treats conditions related to the musculoskeletal system, including joints, ligaments, bones,
muscles, tendons and nerves.
Otolaryngology (Ear, Nose, and Throat) - The ENT Department provide comprehensive and specialised
care covering both Medical and Surgical conditions related not just specifically to the Ear, Nose and Throat,
but also other areas within the Head and Neck region. It is often divided into sub-specialities dealing with
only one part of the traditional speciality (otology, rhinology and laryngology).
Pain Management - Helps treat patients with severe long-term pain. Alternative pain relief treatments such
as acupuncture, nerve blocks and drug treatment, are also catered for.
Patient Accounts - The Patient Accounts Department answers all billing questions and concerns, requests
for itemized bills, and account balance inquiries. The patient accounts department also assists patients in
their insurance benefits for services rendered.
Patient Services - The Patient Services Manager is a source of information and can channel patient queries
in relation to hospital services to the appropriate departments.
Pharmacy - Responsible for drugs in a hospital, including purchasing, supply and distribution.
Physiotherapy - Physiotherapists work through physical therapies such as exercise, massage, and
manipulation of bones, joints and muscle tissues.
Purchasing & Supplies - Purchasing & Supplies Department is responsible for the procurement function of
the hospital.
Radiology - The branch or specialty of medicine that deals with the study and application of imaging
technology like x-ray and radiation to diagnosing and treating disease. The Department of Radiology is a
highly specialized, full-service department which strives to meet all patient and clinician needs in diagnostic
imaging and image-guided therapies.
Radiotherapy - Also called radiation therapy, is the treatment of cancer and other diseases with ionizing
radiation.
Renal - Provides facilities for peritoneal dialysis and helps facilitate home haemodialysis.
Rheumatology - Rheumatologists care for and treat patients for musculoskeletal disorders such as: bones,
joints, ligaments, tendons, muscles and nerves.
Sexual Health - Also known as genitourinary medicine - Provides advice, testing and treatment for sexually
transmitted infections, family planning care, pregnancy testing and advice, care and support for sexual and
genital problems.
Social Work - Clinical social workers help patients and their families deal with the broad range of
psychosocial issues and stresses related to coping with illness and maintaining health. Social workers,
resource specialists and advocates form a network that addresses the challenges families face, increases
accessibility to health care and other human services, and serves as a bridge between the hospital setting
and a patient's family life, home and community.
Urology - The urology department is run by consultant urology surgeons and investigates areas linked to
kidney and bladder conditions.

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Purchasing and Procurement

Department
The Purchasing and Supplies Department are responsible for supplying all
equipment, goods and services requested by departments with the exception of
pharmaceutical items. There is a total of 27 staff assigned to the department and
the structure includes Procurement, Stock Management and Warehouse
Management. The hours of service for the whole Purchasing and Supplies
Department are between 8:30 am and 5:00 pm Monday to Friday.

The Procurement Team are responsible for purchasing all non-stock

requirements, which would include all medical/surgical, laboratory, radiological,
office, provisions, I.T and maintenance requirements. All equipment required is
tendered by the Procurement Team as Local or European Tenders, depending on
value and advertised on the Government Public Procurement Tendering Website.

The Stock Management Team is responsible for the management of stock at

department level, new product trials and introduction, supplier price
negotiations, product recalls, the operation of daily top-up systems, periodic
cycle counting / annual inventory and statistical analysis reporting.

The Central Warehouse/Sterile Supplies Departments are responsible for the

acceptance and distribution of all goods delivered to the Hospital. On average
there can be between 80-100 supplier deliveries daily and 45-50 departmental
deliveries daily.

Medical Social Work Department

The role of the Medical Social Worker in a hospital is to offer counselling, support
and assistance to patients and their families who may be experiencing
psychological, social or emotional difficulties during their hospital stay.

Services provided by the medical Social Workers:

 Supportive Intervention
 Individual Counselling
 Group Work- Educational/Therapeutic
 Work with Families and Carers
 Bereavement counselling
 Bereavement Programme/twice yearly
 Crisis Intervention
 Care planning/Discharge planning
 Advocacy and mediation
 Networking- liaising with statutory and voluntary services and agencies to
keep patients/families/carers informed of their rights and linking them with
appropriate support networks and groups.
 HIV pre and post test counselling
 Facilitating family meetings/case conferences

Issues dealt with:

1. Long-term illness/Adjustment to illness

2. Bereavement and loss

3. Mental Health Issues

1. Depression/isolation/loneliness
2. Suicidal ideation
3. Self-harm
4. Eating disorders
5. Post Traumatic stress
6. Anxiety
7. Addictions and substance abuse
8. Dementia and behavioural problems
2. Domestic Violence/Sexual assault and Assault

1. When a woman or a man discloses to any staff member that

they are victims of domestic violence, the Medical Social Worker
should be notified.
2. Elder Abuse

1. If a staff member has any suspicions/concerns that an elderly

person has been abused or may be at risk of abuse, they should
contact the Medical Social Worker immediately.
2. Child Protection

1. Children can present to our Hospital from the age of 14 years.

Section 2 of the Child Care Act 1991 defines a ‘child’ as any person up
to 18 years (other than a married person). An assessment will be
completed by the Medical Social Worker who will liaise with the
community care child protection services, provide support for the
victims and refer to appropriate specialist treatment services.
2. In the event of non-availability of a Medical Social Worker or
out of hours, a report should be made to the relevant Health Board
duty social worker or An Garda Siochana at any Garda station
(Children First Guidelines).
`
2. Homelessness
 1. If a patient is homeless the Medical Social Worker will liaise
with the voluntary/statutory agencies that specialize in working with
homeless persons in this city.
2. Discharge Planning

1. This complex process, which begins on a person’s admission

to hospital, involves assessing, counselling and planning. It may
involve issues such as;
2. Loss of Independence and control
3. Separation from a loved one
4. Adjustment to lifestyle changes and/or the possibility
of not returning home
2. A person may be discharged:

1. Home with or without community supports, e.g.

2. Slan Abhaile Programme
3. Home Care Grant
4. Meals on Wheels
5. Day Care/Hospitals Services
6. Home Help service
7. District Care Unit
8. Palliative Home Care Team
9. To Residential Care
10. Convalescence/a Rehabilitation Unit/Hospice

How to contact the social work department

The Medical Social Work Department consists of one Principle Social Worker, 5
Senior Social Workers, 3 Senior Social Worker Practitioners and 7 Social Workers.
Each Medical Social Worker attachment is consultant based.

Referrals can be made by any member of the Consultant’s Team, by the Ward
Nursing Staff, by any of the Allied Health Professionals, by the patient or a family
member.

The Medical Social Work Department is located in the Out-Patient Department on

the ground floor of the Hospital. The department is open Monday to Friday 9am -
1pm and 2pm - 5pm.

Individuals may call in person to the Medical Social Work Department to arrange
an appointment.
Finance
The finance and performance directorate provides financial management, financial accounts and
services and performance management.

Financial Management: The financial management team support managers within the hospital,
providing reports and analysis on expenditure and income throughout the year, setting budgets
and providing financial information and support. Corporately, the team provide hospital wide
reports on the financial performance of the hospital to the senior management team and the Trust
Board.

Financial Accounts: The financial accounts team manages the hospital’s cash, and deals with
the payment of creditors, collection of income, internal controls and production of statutory
accounts. The section also manages the hospital’s charitable funds and undertakes the
administration relating to the private patient and overseas patients work done in the hospital.

Financial Services: The accounts payable team is responsible for ensuring that the invoices that
the Trust receive are entered onto the finance system. Invoice payment is processed within this
department, together with any supplier enquiries.

The sales ledger team section ensures that the income due to the Trust is received. The initial
stage is the production of an invoice, and then credit control procedures are instigated if the debt
is not paid within the agreed timescales.

General Office: The general office is the public face of the finance department. The office itself is
the point of contact for patients travel claims and property, as well as providing services to staff.

Performance Management: The performance management team assists in negotiation, pricing

and monitoring of the Trust's contracts. They also produce reference costs for the Trust, which
identifies the Trusts costs for all procedures performed in the previous year, by HRG (Healthcare
Resource Group) Classification.

Key Staff

Alan Warren, director of finance & performance, CPFA

Helen Mulhern-Wilson, deputy director of finance & performance, CPFA

Mike Outen, chief management accountant, ACMA

Richard Valks, financial controller, FCA

Marketing management enhances customer relations -

hospital management
MARKETING

The implementation of automated marketing management systems in hospitals

across the United States can change dramatically the way in which a hospital builds
business by managing relationships with prospective customers.

Several studies have measured the effectiveness of hospital marketing activities by

documenting, for example, the percent response rate from direct mail campaigns and
the success rates associated with physician referral programs. Nevertheless, the
cause and effect relationship between marketing activities and subsequent hospital
utilization remains elusive largely because marketers have not been able to eliminate
from consideration other factors that may prompt a person to seek healthcare
services.

Marketing management systems can demonstrate the effects of marketing activities

on patient revenues. For example, over a 12-month period, a marketing management
system implemented at an 888-bed medical center in Tennessee tracked more than
$1 million in gross revenues per month in incremental business attributable to
marketing activities. A Pennsylvania hospital's marketing management system found
that of 1,000 individuals contacted for the first time through hospital marketing
activities, 250 became new patients during a two-month period. A system used by an
Illinois medical center determined that approximately 225 new patients and
$200,000 in new patient business per month were related to the activities of the
marketing department.

More importantly, marketing management systems can help hospitals appreciate the
larger role that marketing can play in determining the needs of healthcare
consumers, designing programs to meet those needs, and directing consumers to
those programs. Such systems, in essence, can help manage relationships with
existing customers on a long-term basis.

The imperfect healthcare market

Tracking effectiveness

Marketing management systems designed to build relationships with customers may

also provide a range of tools that support the assessment of the amount of revenue
generated by marketing opportunities. These systems may be able to reconcile the
number of marketing contacts made in a designated time period with the number of
patients who were later admitted to the institution for inpatient, outpatient, and
urgent care. The system can then categorize the total resulting revenue by specialty,
department, physician, diagnosis-related group, or advertising medium.

Exhibit 1 shows the total number of individuals who received four types of specialty
services, over the course of one year, at a Tennessee medical center after making
contact with a teleservices program. It also presents the total revenue and the
revenue per case generated by these individuals for each specialty.

Information produced by such reports can be used not only to document the value of
marketing programs to the hospital and to individual departments, but also to plan
targeted marketing activities. The high per-case revenue generated by marketing
activities directed toward cardiology services, for example, led the Tennessee medical
center to supplement its existing cardiology teleservices marketing programs with a
chest pain hotline.

A hotline was implemented to provide information and direct hospital or physician

referral to patients concerned about chest pain symptoms. In only three months, the
program elicited 383 calls, 83 visits to the medical center, 18 inpatient
hospitalizations, and $75,000 in revenue.

Marketing management systems also may isolate marketing contacts who have
never used the hospital to illustrate the effectiveness of marketing activities in
producing new business.

Healthcare Content Management System

Platform: The Website Content Management &
Marketing System
Our website content management system is the platform that will form the core of your new
website initiative. As the leader in hosted website solutions for hospitals and healthcare providers,
Scorpion Healthcare has developed the most advanced and extensible content management system
and marketing platform capable of meeting the needs of hospitals large and small.

The best part? It’s incredibly simple to use!

Click here to find out more about how our content management system and marketing platform is
the perfect core for your new website.

Flexibility: Powerful Modules to Serve Your

Communication Goals
By partnering with Scorpion Healthcare, you will have a team of specialists working side-by-side
with you to extend your website content management system and marketing platform with your
specific goals in mind.

We know that your community must be engaged at different levels and that no two communities
are identical. Therefore, you need a website management platform that recognizes this fact and
doesn’t weigh you down with tools and expenses you don’t need. Instead, Scorpion Healthcare’s
content management system gives you the most powerful tools available so that your organization
can thrive.

To find out more about how our modules will help you reach your goals, use the links below:
 Hospital HR and Employment System Module
 Community Events and Seminar Calendar Module
 Online Hospital Gift Shop Module
 e-Newsletter Management Module
 Patient Portal Module
 Physician Mini-Sites
 Doctor Blog System

Platform + Flexibility = Control

Technology moves at breakneck speeds. As a result, how people communicate with—and discover
information about—their community is constantly changing. Your hospital marketing team should be
focused on reaching out to them—not worrying about a dated website and technology.

Scorpion Healthcare’s website content management system and marketing platform is the perfect
solution for your hospital. It lets you focus on engaging your community while we manage the
technology. The end result is a hospital that is able to fluidly adapt to changes in their world.

With Scorpion Healthcare’s website content management system, the flexibility and control you
need is available in the industry’s easiest-to-use platform for website management and hospital
marketing.
Further Reading on our Website Content Management
System
 Scorpion Healthcare Launches the Industry's Most Powerful and Flexible Website Content
Management System
 A Website Content Management System that Simplifies Website Management
 Understanding Scorpion Healthcare's Website Content Management System and Marketing
Platform

No other content management system has the tools, features and ease-of-use as Scorpion
Healthcare's Website Content Management System and Marketing Platform. For a live
demonstration, give us a call at (866) 763-3419 or fill out our contact form. We promise
to impress you.
ORGANISATION CHART OF M.M.T

Electronic Medical Records

Electronic Patient Records is just incomparably better approach to

documentation than paper-based systems. It increases efficiency, improves
documentation quality and security. It simply stores for you all your patient info
including basic information (name, address…) but also examinations already
done or those that should be done. Every patient has clearly his or her edited
and stored results. Search option is simply the easiest here since it allows
searching including name, part of patient`s name, date of examination, doctor`s
name and so on. This option is also very important since it reduces expenses that
one medical institution should and must include for the staff taking care of
documentation.
Archives are also here to help you arranging everything at selected day or even
time (hour/minute) of medical intervention or check –up. Predefined e-mail
address can also receive all these data if you want to make even better measure
of preventing eventual losses.

Appointment Scheduling

Medical practice always demands the state of being absolutely precise and
punctual.

Appointment Scheduling feature comprised in Antamedia Medical Software

allows one easy way of defining time and place for a patient and a doctor. This
also combines all possible services that are required. In the case medical
institution is visited for the first time by a patient it is easy to create new patient
record. There are also different colours that present different options, such as
finished examination, check-outs and other phases.

Reminder option is a part of this useful software. It is a practical point that saves
your time. Using this option you can leave general information to your staff or a
specific person. This option also reminds you about important meetings in your
institution or any other important meeting you should attend
Billing and Reporting
Billing usually can take away a lot of time and patience in any firm or institution,
especially of medical type. Knowing that only important thing is to fully
concentrate on your patient, the idea of Antamedia Medical is to make this
matter as easier as it can be.

After each intervention or a check up, bill for provided medical services requires
to be charged. Service price can be showed in two currencies by our Antamedia
Medical Billing Software. So, price in USD and EUR at the same time could be
displayed.

Another attractive feature is that medical billing software can be translated into
any world language by using integrated language translator. Depending on the
country where it is used it also provides medical terms customization. Expenses
and generated income are showed by financial reports making your work more
visual and easier to manage.

Configuration
Antamedia Medical software is easy for use, powerfull and reliable business
solution. But as any other powerfull tool, require to be properly configured and
set to get maximum from it.

Beside basic information of your medical practice that are requested from you to
be set after startup of the application, you will need to take couple more minutes
to configure other required settings in the software. After that you will be ready
to make first appointment scheduling over the Antamedia Medical software.

On the Setup – Additional settings you should configure associates types which
you have in the medical parctice and service category which you provide. From
the Statistics create Associate accounts. Select weather associate is Conultant or
Company and enter the personal details for the doctors, consultants and
employees. Next step will be to define medical services and their prices on the
Statistics – Services page. Select Category and add service, required time for it
and price.

Now you are ready to schedule your first appointment. Go to the Appointments
panel and in the scheduler view select cabinet and time period when
examination should be provided. Press on New button. In this window you will set
whether appointment is scheduled for new or old patient. With selecting New
patient, new medical record will be created for a patient. Here is required to
select the associate which will provide medical examination.

In the Appointment section, scheduled view provide different color for each
appointment depending of the status. For example, `scheduled` appointment is
in yellow, `waiting` is in orange, `ongoing` is in red and `finished` is in green
color.

After finished examination, bill for provided medical services requires to be

charged. New bills can be charged from the Bills – New Bills tab.

Medical Software

Antamedia Medical Billing software is complete

solution for efficient, reliable and modern management of your clinic, hospital or
medical practice. It’s all-in-one software that offers many features which helps in
everyday work.
It’s core component, electronic medical records EMR (electronic patient
records), helps you in storing, keeping, analyzing and editing every single info on
your patients. It comprises good and flexible way of appointment scheduling,
general and individual reminder options, used both for all your employees of just
your own. Integrated billing module allows payments in two
currencies. Detailed reports and statistics shows your cash flow,
management expenses and income. The integrated language translator helps
you translating the language you prefer to have your software in.
Medical billing software is suitable for all types and sizes of medical care
institutions allowing easy operation in one or more offices located in different city
areas. Support for multiple security levels provides ability to organize access
rights and available data for doctors, technicians and staff.
Antamedia Medical Software does not require anything more than standard PC
equipment. It is very easy to learn and use in your medical institution.

Medical Billing Software Features

Appointment scheduling

For a patient it is very important to have precisely scheduled appointment. This

feature allows you easy way of defining date and time of the visit, all possible
services required. It is also used for creating new patient record in a case of the
first patient’s visit. Different states of examination are presented in different
colors: scheduled appointment, patient check-in, examination in progress,
finished examination and check-out.

Reminder

Reminder option is useful for leaving notices to your employees, specific person
or general information to all staff. Of course, you can use it as reminder note or
notes for important meetings, for ordering supplies, etc.
Electronic Medical Records

Also known as Electronic Patient Records this option helps storing all your patient
data (name, address, phone…), examinations already done (reports, pictures…).
This is of course in electronic form which can be further easily searched, edited
or managed. It creates efficient work, therefore you do not see papers in mess at
your working place. Your search of data could be performed based on various
criteria including any patient data (like name, even part of the name), doctor`s
name, date, etc. You can arrange all data in archives at selected daytime, and
even email to predefined Email address as additional measure of preventing the
loss of data.

Reporting and Statistics

In order to better meet your demands various reports are here provided by
Antamedia Medical software. Examination reports can be configured to match
desired layout of your institution. Expenses and generated income are showed by
financial reports.

Medical Services
Each institution can define its own services with name, category, price, tax,
expense, required time. Medical services can be printed in a sorted category list
after every updating of prices.

Currency

Service price in two currencies are showed here and it is easily done by
Antamedia Medical Billing Software. Price in USD and EUR at the same time could
be displayed.

Language

Medical billing software can be translated into any world language by using
integrated language translator. It also offers medical terms customization
depending on the country where it is used.

Windows Compatible

Medical software runs on, so called, friendly and familiar Windows environment
including latest Windows Vista. It is easy learning and using and it also allows
quick accessing to every feature for experienced and also new users. This
software does not require any proprietary hardware, therefore you can use any
standard PC
Appointment Scheduling Software for Hospitals
Our appointment scheduling software, Patient Appointment Manager, is used to schedule
thousands of patients in a variety of healthcare industries, including hospitals. We’re confident
Patient Appointment Manager can help your hospital.

Appointment Scheduling Software Benefits

Our scheduling software allows you to:

 Stay on time
 Avoid missed appointments or conflicts
 Improve communication with staff and with patients

Stay on time
An easy to read schedule is critical to keeping an office on track. With Patient Appointment
Manager, you can view appointments at-a-glance on screen or quickly print a report of the day’s
appointments. Sharing the scheduling information with more than one computer keeps everyone
up-to-date.

Avoid missed appointments or conflicts

Reduce the number of no-shows and cancellations when you send e-mail or letter reminders using
Patient Appointment Manager. Also, turn on the warning feature in Patient Appointment Manager
and put an end to double-booking appointments.

Improve communication with staff and with patients

With information at your fingertips, you will be able to focus on serving the patients’ needs. You
can quickly change appointments or update patient information. E-mail appointment information to
providers so they can stay informed.

Hospital Customer List

Patient Appointment Manager scheduling software is trusted by many healthcare professionals,
including hospitals. Here are just a few of our customers:

Bassett Hospital
Catholic Medical Center
Cyuna Regional Medical Center
El Camino Hospital
Johnston Memorial Hospital
Lawrence County Memorial Hospital
Madison County Medical Center
Massachusetts General Hospital
Mayfield Medical Services
Mid Coast Hospital
Mission Hospital Regional Medical
Person Memorial Hospital
Rush Foundation Hospital
Sacred Heart Medical Centre
Sayre Memorial Hospital
St. Mary's Regional Medical Center

Handling human resources in hospitals

Ram Nath Prasad

Human resource plays a very significant role in effective performance of a hospital

which depends to a great extent on the quality of its staff. The better the quality, the
higher the level of performance. Hospital is a place where, on one hand, we have
highly skilled personnel such as doctors and on the other, we have unskilled workers
such as sweepers.

Management has been using the traditional tools which are basically coercive in
nature (such as, punishment, suspension, degradation and discharge) to control the
employees but it is to be realised that these coercive measures are never productive.

To control the staff effectively, modern management tools are to be adopted and
coercive measures are to be replaced by persuasive ones. Let me illustrate it by an
example. Suppose, a sweeper in a hospital is not in the habit of cleaning the lavatory
on daily basis. He does it when told/reminded to do so. If you remind him everyday,
he will clean it everyday. If you do not tell, he does not do. How are you going to
tackle this problem? Those who believe in old management theory will follow the
course of action as follow herewith: a) call the sweeper, b) describe him the
problem, c) warn him of punishment if he does not perform/improve, and d) take
action which may include removal from the job, if he does not show improvement.
On the other hand, the management which practices the principle of persuasion will
tackle the problem in a different way. They will talk to the sweeper, let him feel how
important his job is and hence how important he is for the hospital. Such an
approach will have a lasting impact on his mind.

If necessary, short class room lectures may be held where the matters such as
nosocomial infections etc. may be discussed. Having done so, a close watch may be
kept on him. If necessary, one person may be deployed who will be after him to
make sure that he cleans the toilet everyday. In all likelihood, he will improve and
cleaning toilets on everyday basis will become his habit. So, the focus should be on
converting the duties of staff into their habits. Once the habits are formed, there is
no need for reminders/ supervision and the staff will become a very valuable asset
for the hospital.

Management also faces problems in dealing with doctors. There will be a different set
of problems while handling them. Doctors, to some extent, may like to be controlled
by a senior doctor manager but not by a non-doctor manager.

There are many reasons for the same and they need to be analysed before any line
of action is chalked out. 1) Doctors perhaps have education/knowledge superiority
when compared with management professionals. They do not consider the
management professionals at par with them and therefore, there is a problem of
adjustment. 2) From the begining, the subject ‘healthcare’ has been under the
control of state/central government. Public hospitals have doctors designated as
medical superintendent who take care of the day to day administration of the
hospitals. So, doctors have been playing dual role. Now, it has been felt that
healthcare institutions are not delivering results largely due to inefficient
management.

Therefore there is a trend to bring management professionals for hospital

administration/management jobs. Doctors may not have much say in routine
administrative matters and therefore, they are resisting the changes although they,
too, are very much convinced that they are not best suited for management jobs and
it will be in overall interest if they concentrate on clinical jobs only. Not being in the
management job may lessen their authority/power on hospital staff and they find it
difficult to accept these changes. 3) Doctors are not taught management in medical
colleges. For them, hospital means doctor and doctor means hospital. So, they are
not educationally equipped to appreciate the roles of management professionals in
hospital administration. 4) Doctors were respected in the society. Now, monetary
and other related factors have eroded this position. There is customer-supplier
relationship between the patient and the doctor. Service of a doctor has become a
commodity which is being sold off.

Therefore, a need is being felt to hand over the management jobs to management
experts only. Doctors, now, have started realising it. So, doctors and management
both need to change their attitude towards each other. Also, the management
professionals need to introduce the essence of participative management while
dealing with doctors. Doctors simply must not be ignored on the ground that it is
none of their business. CME programme of doctors, too, need to be modified. Apart
from the clinical subjects, CME should cover the various areas of hospital
management. They should also cover the subjects such as ‘development of
personality traits’ and similar other topics so that it can prepare the doctors to adapt
themselves easily to the need of hours.

Also, there is need to develop positive attitude towards all the jobs of the hospital. A
doctor may have to be in operation theatre, say for six hours and it may at appear
tough but there is no shortcut to it. Similarly, a hospital administrator sits in the
office and manages the affairs from there. There must not be seen any luxury in it. It
is the demand of management profession. He can not move now and then. He has to
sit in the office and keep watch on various activities going on in the hospital. Since,
he is virtually responsible for everything in the hospital, he can not assign all the
tasks to himself. He has to delegate and keep the control in his hands and play the
role of a co-ordinator. Now, no comparison should be made between two jobs. The
underlining spirit should be - all jobs are important. Therefore, handling the staff is a
real challenging job.

Sacking/suspension/discharge is a easy way out to get rid of

the staff we do not like but retaining them in job is a real
difficult job and only an able hospital administrator can do it.

Operation Theatre Management

This Module provides information on Operation Schedules, Operation Notes from Nurses,
Anesthetist and Surgeons. It maintains Surgical and Medical Stock information. The System
provides facility for advance booking and fixing Patient Appointments for Surgery. All
concerned can generate daily Surgery schedule in advance for necessary action. It facilitates
O. T. Secretary to enter useful information about Surgery Performed, Material Used for the
Surgery and automatic Updation of Stock maintained in the Operation Theatre Pharmacy and
within the Operation Theatre. O. T. Assistant can generate Anesthesia Cum Surgery Register
to be maintained in O. T. The details entered are used for Surgery Billing to Patients.

Medical Records - Functions

Facility for entry & Creation of a Catalogue for International Classification of Codes for
Diseases (ICD 10 ) and Procedures (ICP) as Per W.H.O. by referring the Manuals released by
W.H.O

Both for Out-Patients and In-Patients, facility to enter above Classification Codes for
Diseases, Diagnostic Procedures and Surgery Procedures by Users in Medical Department
will be provided. This Module will be integrated with Out-Patients and In-Patients Modules
for automatic picking-up of Patient basic details by mentioning of Patient's Registration No.
in the Entry Screen of ICD & ICP Codes by Users. Also facility will be provided for On- Line
Help for viewing of the Catalogue in the Entry Screen of Codes by Users.

Enables printing of Birth and Death Certificates and Reports required to be sent to the

Births & Death Registrar Office.

Highly Useful Statistical Reports are generated for the Institute for any specific Period both
for Out-Patients & In-Patients. User defined Queries for quick retrieval of Patient Records
and generation of Patient Statistics based on the Codes entered

Facilitates Patient File Tracking

Generation of Medical Statistics Report as per the prescribed Format by the Ministry of
Health and other Medical Institutions

Operation Theatre Management

This Module provides information on Operation Schedules, Operation Notes from Nurses,
Anesthetist and Surgeons. It maintains Surgical and Medical Stock information. The System
provides facility for advance booking and fixing Patient Appointments for Surgery. All
concerned can generate daily Surgery schedule in advance for necessary action. It facilitates
O. T. Secretary to enter useful information about Surgery Performed, Material Used for the
Surgery and automatic Updation of Stock maintained in the Operation Theatre Pharmacy and
within the Operation Theatre. O. T. Assistant can generate Anesthesia Cum Surgery Register
to be maintained in O. T. The details entered are used for Surgery Billing to Patients.

Operation Theatre Management - Features

Surgeon O.T. Days and Timings

O.T. Start Time and End Time

Finalizing the Confirmed Surgery Schedules based on the availability of OT, Surgeon,
Anesthetists and Special Equipment required

Printing of Surgery Schedule for a Surgeon and for an Operation Theatre

Clinical Orders Entry, Surgical Consumables / Disposables & Medicine Request Entry

Recording of Pre & Post Surgery Details

Voice Message Recording for Nurse Stations

O.T. and Anesthesia Registers

Hospital Administrator
Day in the Life | Quality of Life | Present & Future
Facts & Figures | Majors | Graduate Programs

A Day in the life of a Hospital Administrator

Doctors on television seem to lead exciting and fulfilling professional lives (their personal lives are
disastrous in comparison, but that makes for good TV). There are many people that hear the call
to save lives, but not all of them like cutting into people. The hospital administrator plays a vital a
role in saving lives, without having to take scalpel in hand. Hospital administrators manage
hospitals, outpatient clinics, hospices, and drug-abuse treatment centers. In large hospitals, there
may be several administrators, one for each department. In smaller facilities, they oversee the
day-to-day operations of all departments. Administrators make sure hospitals operate efficiently
and provide adequate medical care to patients. Their responsibilities are numerous and
sometimes require the assistance of the medical and support staff. They act as liaisons between
governing boards, medical staff, and department heads and integrate the activities of all
departments so they function as a whole. Following policies set by a governing board of trustees,
administrators plan, organize, direct, control and coordinate medical and health services.
Administrators recruit, hire, and sometimes train doctors, nurses, interns, and assistant
administrators. Administrators plan budgets and set rates for health services. In research
hospitals, administrators develop and expand programs and services for scientific research and
preventive medicine. In teaching hospitals, they aid in the education of new doctors.
Administrators plan departmental activities, evaluate doctors and other hospital employees,
create and maintain policies, help develop procedures for medical treatments, quality assurance,
patient services, and public relations activities such as active participation in fund-raising and
community health planning. Hospital administrators work long or irregular hours. Hospitals are
open round the clock – 24/7 – and administrators may be called in at any hour to make decisions
and resolve disputes. Administrators also attend staff meetings, participate in health planning
councils, go to fund-raising events, and travel to professional association conventions. A hospital
administrator’s job is difficult and demanding. They need to keep up with advances in medicine,
computerized diagnostic and treatment equipment, data processing technology, government
regulations, health insurance changes, and financing options. While doctors strive to keep the
blood flowing and the heart beating, the hospital administrator is doing his job in keeping the
hospital alive and healthy.

Paying Your Dues

Health Services Administrators should have a master's degree in health services administration. A
master's degree in public administration or business administration may also qualify graduates for
entry into health care administration. The health services administration degree usually includes a
one-year internship (residency) in a health care center. Graduates with a BA degree in this field
may work in a health care center before starting a master's program. Nursing home
administrators need to be licensed by the Nursing Home Administrators State Board of Examiners
to work for health care facilities that receive Medicare funds. Health Services Administrators
normally start as administrative assistants in large centers or assistant administrators in medium-
sized institutions. They advance by taking increasing responsibilities such as associate
administrator and, finally, CEO. Moving to a higher classification may require transferring to a
smaller state. Some administrators of small facilities may choose to accept a lower-level position
in a larger center, which often leads to professional growth.

Associated Careers
Hospital administrators with a background in medicine can resume their practices. A keen
business sense can allow some administrators to move into corporate positions – Chief Financial
Officer, Chief Executive Officer.

Human resource management in hospital networks

Abstracts Submission deadline: 31 March 2009

Guest editors

Professor Adrian Wilkinson, Griffith University

(adrian.wilkinson@griffith.edu.au)

Dr Keith Townsend, Griffith University (k.townsend@griffith.edu.au)

Professor Mick Marchington, Manchester University

(michael.marchington@manchester.ac.uk ).

Hospitals are an essential service. Throughout the world hospitals are facing
many challenges including increased

costs, per capita decreases in government funding, technology that delivers

both less invasive surgery (consequently
capacity to perform more inpatient procedures) and the capacity to deal with
more complex medical interventions.

As such, one important area of improving and maintaining service delivery is to

better manage the HR function and

human resources more generally. In many cases this is complicated yet further
because people working at a hospital

site are likely to be employed by a range of different organisations both from

the public and private sectors. This

makes management of what is meant to be a joined-up healthcare experience

potentially confusing and subject to

multiple influences.

Government reports have warned that a chronic shortage of health

professionals is constraining the capacity of

hospitals to deliver adequate services. Shortages of nurses, doctors and some

allied health professionals are national

and international problems. There have been many media reports of hospitals
closing emergency departments and

wards due to workforce shortages. Such labour shortages are putting pressure
on politicians, policy-makers, health

practitioners and administrators to find solutions to what is increasingly seen as

a health-care crisis. One of the main

causes of labour shortages is the inability of hospitals to retain existing staff.

An alarming proportion of the trained

and experienced health workforce become dissatisfied and exit from hospital
settings.
Performance measurement has been a major theme. But it has been noted that
many of the performance measures

in hospitals are unique, for example, staff per bed workloads, number of
patients treated, patient mortality (Buchan,

2004). The high proportion of skilled professional working within the highly
labour intensive environment provides

the ideal context to promote highly successful HR systems. But, if these are to
work across organisational

boundaries within the network, they need to be integrated wherever possible.

However this is not always easy as

the workers employed by other organisations that operate on hospital sites

might also be part of other large

organisations, so any attempt to integrate teams across employer boundaries

might lead to disintegration of terms

and conditions within their own employing organisations.

Various studies have attempted to link the management of human resources to

patient mortality in acute hospitals.

Through attracting and retaining good nurses through the HR practices ‘Magnet’
hospitals have lower patient

mortality rates (Aiken et al, 2002). Jarmen et al (1999) have shown a strong
association between the number of

doctors per bed and patient mortality rates. However, this research is not
uniform in reported results. West et al

(2006) cite studies with conflicting results when investigating the relationship
between nursing workload and patient
mortality and the Aston research argue that bundles of HR practices are linked
with lower patient mortality.

Evidence from the USA, UK and Australia suggests that there are common
values held between front-line hospital

staff and administrative staff within organisations (cf. Hyde et al, 2006).
However, there appears to be no uniform

approach to HRM within the sector due to differences in organisation between

different countries (eg private v public), to the ways in which hospitals might
be grouped together (eg acute v mental health), and to the roles that

governments and labour organisations might play within different institutional

contexts.

Research in this sector is limited by a range of factors. Firstly, a lack of

methodological pluralism inhibits our ability to

understand the complex social and institutional dynamics involved in managing

HR in hospitals. Secondly, there is a

failure to adequately examine structural and organisational aspects of hospitals

that are important in measuring

performance. Aikin et al (2002) note that their data suggest that ‘what ails
hospitals’ is not country specific but

rather based on management styles and strategies that do not match the
funding arrangements and service

provision models under which they are operating. Hence, research on HR in

hospitals provides a timely examination

of what might lead to better outcomes for employees, patients and, as a

consequence, the organisation.
We seek contributions that critically explore aspects of HR within hospitals.
This can include but is not limited to:

Managing diversity

High Performance HR

Line managers

Organisational Change

Global market for nursing

Fragmented workforces and managing across organisational boundaries

Professional groups

Submission details

Abstracts should be submitted via email to Dr. Keith Townsend at

k.townsend@griffith.edu.au. Papers should be

submitted through manuscript central (http://mc.manuscriptcentral.com/hrmj

), are no longer than 8000-8500

words, (including tables, figures and bibliography), and conform to the Human
Resource Management Journal style.

All contributions are subject to a double-blind review process. Full submission

details are available at

www.blackwellpublishing.com/hrmj

Abstracts submitted by 31 March 2009

Full papers are to be submitted by September 2009.

The editors for the special edition are: Professor Adrian Wilkinson, Griffith
University
(adrian.wilkinson@griffith.edu.au); Dr Keith Townsend, Griffith University
(k.townsend@griffith.edu.au);

Professor Mick Marchington, Manchester University

(michael.marchington@manchester.ac.uk).

Please direct all queries relating to the Special Issue to Dr Keith Townsend
(k.townsend@griffith.edu.au)

Research Fellow, Centre for Work, Organisation and Wellbeing, Griffith

Business School, Griffith University,

peration Theatre Management

This Module provides information on Operation Schedules, Operation Notes from Nurses,
Anesthetist and Surgeons. It maintains Surgical and Medical Stock information. The System
provides facility for advance booking and fixing Patient Appointments for Surgery. All
concerned can generate daily Surgery schedule in advance for necessary action. It facilitates
O. T. Secretary to enter useful information about Surgery Performed, Material Used for the
Surgery and automatic Updation of Stock maintained in the Operation Theatre Pharmacy and
within the Operation Theatre. O. T. Assistant can generate Anesthesia Cum Surgery Register
to be maintained in O. T. The details entered are used for Surgery Billing to Patients.

Operation Theatre Management - Features

Surgeon O.T. Days and Timings

O.T. Start Time and End Time

Finalizing the Confirmed Surgery Schedules based on the availability of OT, Surgeon,
Anesthetists and Special Equipment required

Printing of Surgery Schedule for a Surgeon and for an Operation Theatre

Clinical Orders Entry, Surgical Consumables / Disposables & Medicine Request Entry

Recording of Pre & Post Surgery Details

Voice Message Recording for Nurse Stations

O.T. and Anesthesia Registers

LeaderTask Company Management is:

Control over assigned tasks

Assign tasks to your employees in LeaderTask and you will be able to have a clear overview
of projects, assign tasks to employees, monitor their progress, have the full history of
changes in tasks, projects.

Teamwork

Create an integrated information environment in your company where your employees will
have centralized access to files, documents, notes, contacts!

Employee statistics

Find out what your employees spend their working time on. The program tracks time
spent working with applications, idle time, time spent on websites, it groups applications
and sites by categories (work, Internet, leisure).

Customer relationship management (CRM)

LeaderTask allows you to keep the relationship history for customers, partners, contacts.
Managers can work with customers: add them to the shared database, attach documents,
write messages. The boss always has the relationship history at hand.

Project management

Distributing the tasks of a project among executors and people responsible for them.
Viewing the statuses of projects in real time. Complete control over the project progress.

Viewing employees' calendars

The director can see the employees' business calendars and assign tasks according to these
calendars.

Mail client

LeaderTask has a full-featured mail client, you can exchange messages with customers,
sort your mail, use message templates, view the message history.
 Mobile version for a PDA

You can synchronize tasks with your Pocket PC and always have the list of your tasks with
you.

Built-in chat

Employees can use chat to exchange messages, files. At the same time a common chat and
a task chat are available, which is very convenient for discussing some particular project.
The discussion history is kept and available for everyone participating in the project.

Remote management

It is possible to organize teamwork both via the LAN and via the Internet. You can manage
employees from anywhere in the world where you can access the Internet. It is very
convenient when you are out of office or on a business trip and also it is useful for
organizing the teamwork of distributed offices or branches.

How do you benefit from using LeaderTask?

1. It works always and everywhere - with LeaderTask, you will be able to manage your
business from anywhere in the world!
2. LeaderTask has no those drawbacks characteristic of online systems: it can work
without access to the Internet! In case you have no Internet access, you can just work with
all available data - all of it will be automatically synchronized when you connect to the
Internet!
3. All of your company’s data can be stored on your server. You can deploy
LeaderTask on your local area network so that all your data will be stored right in your
office.
4. You take no risk! Within one year after the purchase, you will keep getting all new
versions absolutely free of charge!
5. Buy LeaderTask once and use it forever! No monthly payments!
6. After you buy the program, you get:
7. A license for the bought version without any time limitations!
8. Free upgrades to new versions for one year!
9. Priority technical support!
10. Good price! By purchasing LeaderTask, you get much more features for less money!
(LeaderTask is an assigned task control tool, a mail client, a CRM system, a built-in chat,
employee statistics, reports, a calendar, universal information storage...)

What you get using LeaderTask Company Management:

1. More efficient management: no haste, high predictability, lower risks, clear vision
of the situation for the manager at any time, more free time, employee management from
outside the office via the Internet.

2. More efficient employees: no “I forgot”, no “I didn't know”, no “I failed to meet

the deadline”, less being late, fewer spoiled plans, absolutely no haste.

3. Better corporate discipline because everyone knows what to do and what their
duties are and there is always someone responsible for every particular task.

4. More efficient teamwork: easy communication in the built-in chat, quick chat
history view, task discussion history, less time on finding the necessary document or file.

5. Centralized storage for corporate information: all the necessary information is

stored on the server, has a system of different access rights for employees and is highly
secure at the same time.

LeaderTask will help you:

1. Precisely control the assignments of your employees
2. Increase the performance of your team
3. Organize the effective work of the entire staff
4. Remotely control your employees while being out of office
5. Prevent losing your corporate information
6. Exclude the "I forgot to do it", "I didn't know", "I had little information..."
situations.

organisation structure & culture of asian heart hospital - January 21st, 2007
organisation structure & culture
submitted to ms.sumi narendran

ASIAN HEART HOSPITAL

INTRODUCTION

Asian Heart Institute (AHI) has been set up by Contemporary Healthcare Pvt Ltd.
with an aim to provide world-class cardiac care in India. The hospital promises to
provide quality cardiac care to patients at reasonable costs. AHI was set up with a
holistic approach to heart care based on ethics, quality care and professional backed
by competitive prices. It prides itself on quality in terms of design, patient care,
medical, paramedical and general staff and infrastructure facilities. The hospital has
been designed as per guidelines from Cleveland Heart Clinic, USA to ensure
International Standards. It is a Patient-centric design with stress on safety and
comfort of Patients. All Patient areas have been designed to minimize the risk of
infection. The hospital was started to set a benchmark in quality care, ethical
practice, reasonable costs and training for those in the profession. Patients are not
charged premium rates for the care they receive. Set up outside the noisy streets of
a city, the Asian Heart Institute spread across an area of 400,000 sq feet is today
looked upon as the most trusted cardiac hospital in the country.

MISSION

The mission of the hospital is worded and framed as below-

“To operate as a world – class heart hospital, incorporating the latest technological
advances and ethical practices to provide quality heart care at reasonable cost."

ORGANISATION STRUCTURE

Organisation structure is the framework that defines formal reporting relationships

between different levels of management of an organization. Organisation structure is
the mechanism that operationalizes the management of the organization. In the
context of a hospital, organizational structure refers to the levels of management
within the hospital. It also defines the chain of command of the hospital.
Each hospital is composed of a set of units, individually specialized for the execution
of special activities and the delivery of particular services; all units of the hospital,
however, must mutually interact consistently for the effective working of the global
structure.

VICE CHAIR PERSON

↓
HOSPITAL CHIEF EXECUTIVE
↓
↓↓↓↓
General Manager General Manager General Manager General Manager
↓↓↓↓
Corporate service Hospital Planning Patient & Community Quality
Department Department Department Department
Finance Infrastructure Human Resources Nursing
Banking Décor Safety Clinical work
IT Kitchen Medical Records Pharmacy
Procurement Library Counseling Linen
Supplies Training Event Reporting Ethics

To execute and maintain these departments and the sub departments within these
departments, there are Chiefs of Services, who on the orders of their respective
General Managers regulate these departments.

Different ways by which, the structure of this hospital can be understood and
analyzed. -

Work specialization

This aspect is very important in any organisation as the hospitals need to provide a
task to that individual who is an expert in that. They cannot take chances of giving
any work to anyone who is free. When we took their interview we asked them for an
example that can help us understand the work specialization in the hospital. They
said, For example, in case of the ASIAN CHILDREN”S HEART CENTRE, when they are
treating the babies out there, they do it efficiently with the help pf at least 4 people
operating on 1 baby. The 1st person, who is very good and efficient in keeping the
children clean and safe, does the washing of the baby with specific medicines and
harmless solutions. The 2nd person is the doctor who operates on that baby. He is
not just any cardiologist but the 1 who is specialized in operating on the babies. The
3rd person is the assistant/ nurse of the doctor, who is not that intelligent as doctor
but knows his/her work and is flawless in his/her area of expertise. The doctor
athough more intelligent than the nurse will never perform even 1 single task of the
nurse/assistant. Once the operation is done the job of the doctor is over so then the
next task of that job is given to the 4th person whose job is to place back all the
equipments in the way they were and wrap the baby back after the 1st person
washes the baby.
Thus the hospital has been able to operate at least 18 babies per day. The division of
small tasks which when completed helps us achieve 1 result, has helped the hospital
increase its efficiency and provide maximum
patient satisfaction.

Chain of Command

The hospital has given high importance and emphasized the function of chain of
command because the hospital understands that if their hospital does not have a
formal chain of command, policy and procedures will their staffs know to do when
presented with a situation in which they question the care a patient is receiving?
What Miss Suchitra said is that-“if we hadn’t given importance to the chain of
command, then the staff would be forced to rely upon their decisions and their own
judgments to determine whom to call for assistance.
Lets take any department in the hospital. Each department has the same level of
authority and in each department the design of chain of command is the same.
Hospital Chief Executive
↓
General Manager
↓
Manager
↓
Executive Officer
↓
Team Leader
↓
Supervisor
↓
Officers
↓
Operation Assistants

This chart makes it very clear that there is a formal chain of command in the
hospital. The hospital also provides training to the recruited people regarding how
they are expected to behave in situations where the question is patient care and to
whom they should report in such cases. They have adopted this chain of command
system so that it will reduce the potential confusion that can occur in situations of
questionable patient care by establishing a formalized procedure to follow in
reporting concerns. The formalization of this policy also demonstrate the hospital's
commitment to deliver an optimal level of quality patient care and sets forth the
expectation that staff place the well being of the patient above all else. This has
helped the officials of this hospital to take actions against those doctors who do not
give correct orders or when the doctor has not responded in timely action. There are
people who are available 24 hours a day to handle cases wherein one particular line
of authority has not been able to take decisions or not been present to solve the
decisions.

Span of Control

The Span of Control in the hospital is very narrow. There are more departments and
hence more levels of management. If you observe the main chart of the structure of
this hospital &Chain of Command table, you’ll see that in each department there are
again sub departments and each department has further so many people in them.
For example, the General Manager of 1 department has 2 managers under him, and
then these 2 mangers again have 2 Executives under them and so forth.
Vice Chairperson
↓
Hospital Chief Executive
↓
General Manager General Manager General Manager General Manager
↓↓↓↓
2 Managers
↓
2 Executive Officers
↓
2 Team Leaders
↓
2 Supervisors
↓
2 Officers
↓
2 Operation Assistants

Centralization OR Decentralization
One cannot say whether there is centralization or decentralization in the hospital.
Now the Hospital Chief Executive takes decisions regarding the working of the
hospital. And everyone else is expected to obey his decisions. But however if there
are loopholes in his decision making ability, the General Managers under him are
given the right to point of his mistakes and change the decisions. Now the General
Managers are given all freedom to take the decisions regarding their departments
and how they should regulate. But this is provided that these General Managers take
decisions within the framework of the hospital and the code of ethics. The Chain of
Command is much formalized in the hospital and every must follow it. Hence there is
no flexibility in the authority and decision making level. But at the same time, there
are certain cases wherein the rules can be changed according to the situation. The
hospital considers all the employees over here and twice every year, they have a
meeting wherein all the employees of the staff meet and give there opinion whether
the decisions in place right now are flexible, without any loopholes, needs changes,
are favorable to the staff that has to follow it, etc.

Formalization

With a high level of departmentation and certain degree of centralization, one is

bound to find formalization in that organisation. The procedures are fixed. Whether
it’s the number of beds to be in a room or the number of people required during an
operation, everything is fixed. There is a particular design or pattern in which even
the equipments are to be used and by whom for what, in case of bookings the
number of bookings are fixed per month. The job descriptions are very fixed and
during the training sessions also, the freshers can’t do what they want, there is a
particular way for everything. Even in case of using scissors, they have to use
specific scissors for specific operations. Thus there is standardization for every single
task in the hospital.

Thus with high level of formalization, work specialization departmentation and

certain level of centralization, it is right to say that there is BUREAUCRACY in the
hospital.
Everything is standardized and every task has to be done within the frame work of
the rules and regulations of the hospital.

ORGANISATIONAL CULTURE

Hospitals, to survive, must be transformed into responsive, participative

organizations capable of new practices that produce improved results in both quality
of care and service at reduced costs. Strategic planning and effective implementation
of planned change will produce the desired culture. Work restructuring, a focus on
quality management along with changes in clinical practices, as well as the care and
support processes, are all a part of the necessary hospital cultural

Mission

To operate as a world – class heart hospital, incorporating the latest technological

advances and ethical practices to provide quality heart care at reasonable cost.

Now the main objective of a hospital is to maintain and provide safety to their
patients. As health care organizations continually strive to improve, there is a
growing recognition of the importance of establishing a culture of safety. Achieving a
culture of safety requires an understanding of the values, beliefs, and norms about
what is important in an organization and what attitudes and behaviors related to
patient safety are expected and appropriate.

While taking an interview with Miss Suchitra( HR Department Official), we were told
that PATIENT SAFETY is the most impornat of any hospital culture.

Others that make a part of the hospital culture are-

• Avoiding errors.
• Coordination between the doctor and nurse.
• Maintaining the beliefs of the hospital
• Event recording.
• Good ventilation.
• Accommodation for patients with good hygienic food
• Communication.
• Training to the freshers.
• Ethical practices.
• Accountability
• Achieving goals and objectives
• Flexibility and regular change in subcultures (if needed).
• Relation between the hospital staff and patients.
• Entertainment for the patients.
• Patient counseling.
• Use of fresh blood (when required).
• Employee forum.
• Performance assessment.

These all factors play has played an important role in bringing the success to this
hospital. It is with the help of these cultural attributes that has helped this hospital
to become a world class heart hospital.
The hospital believes that if they are able to achieve employee satisfaction then they
can surely achieve 100% patients’ satisfaction.

We had conducted a survey as given below with a list of questions in the hospital.
The questions were answered by a staff member. We selected him to answer our
questions because it is the staff (including the nursing staff) that is in close contact
with the patients than the doctors. This survey gives us a rough idea of the culture
that exists over here. It gives us information about the working staff, their attitudes,
coordination between groups, error reporting, and many such other factors.

PATIENT SAFETY

Questions
Strongly Disagree Disagree Agree Strongly Agree

People support one another in the unit?

When a lot of work needs to be done, you work together as a team to get the work
done?

Mistakes have led to positive changes here?

It is just by chance that more serious mistakes don’t happen around here?

Patient safety is never sacrificed to get more work done?

When a mistake is made, but is caught and corrected before affecting the patient,
how often is this reported?

Important patient care information is often lost during shift changes?

They also said that they always use fresh blood for all requirements. So as the
operations or treatments are already booked before hand, they request the relatives
of that patient to come before two days to donate blood as per requirement.

From this survey 1 can conclude that every possible step is taken to maintain patient
safety. There is no compromise on the most important culture of this hospital.

1. What are the core values of the hospital?

Ans. The core values of the hospital include- patient satisfaction, ethics and integrity,
high-performance and innovation.

2. In order to keep your patients satisfied, you have to avoid errors. How do you
avoid them?

Ans. Being a heart hospital, it is very important to take care of the patients as it is
the matter of their life. So most of the times, our bookings and operations are
planned before hand and very rarely on the spot. As a result we avoid mistakes as it
is preplanned.

3. Do you reward your employees for any specific contribution they have made to
the hospital?

Ans. Yes of course.

4. Do you have any specific characteristics for the way nursing staff should speak
and dress themselves?

Ans. While appointing the nursing staff we inform them before hand while the
training sessions are going on, about the way they are supposed to talk. We expect
them to speak in a low and gentle volume while they speak to patients in order to
improve the comfort level of the patients. As for dressing, they are supposed to wear
neat, well ironed and washed blue colour dress as designed by the hospital.

5. Does one find team work in the hospital?

Ans. Yes there is teamwork in every work in the hospital. People seem to share a lot
of themselves. They work as a family and coordinate with each others work. To give
a small example, from the décor of the room to the procedures and operations in the
operation theatre, there is just not 1 person who does it all. They work in groups as
per there ability, responsibility and their specialty.

6. Do you provide the patients with “How does it feel now visits?”?

Ans. This is one of the most important ways in which we keep our relations with our
patients. The patients have to come for these visits once their treatments. A certain
number of visits are decided after the treatment. If the patient feels that the number
of visits decided is not enough then they can consult the doctor that operated them
and fix such visits.

7. Do you have festivals in the hospital?

Ans. This is a heart hospital so we try to keep the atmosphere very quiet over here
for our patients and their safety. But occasionally we do have a few festivals were in
we encourage our patients also to participate if they are in stable condition.

8. You have a separate children care unit also, so how do you make it favorable for
the children?

Ans. The entire Children’s Heart Centre has been designed keeping the safety and
comfort of children in mind. Beginning with the décor in the clinics, the soft linen for
wrapping babies, the stringent infection control measures to around-the-clock
physician care; everything has been planned to optimize a child’s care in a very
special way.

9. How do you take care for the relatives of the patients regarding when can they
meet, their accommodation?

Ans. We have accommodation for just 1 relative in case they want to stay overnight.
The relative will be handed the 24 hr attendant pass, visitor pass and car parking
pass. This special provision of giving them a car parking pass is an additional benefit
which distinguishes us from other hospitals regarding this comparison.

10. In other hospitals we see that fro a majority of the patients’ one kind of food is
made. It is healthy but they donot take into account an individual and his/her health.
Is the condition same over here?

Ans. Our dieticians take into account each patient and decide their food and also the
time for their food. These small aspects have helped us to be different and a better
hospital. Outside food and utensils are not permitted inside the hospital.

11. What are the other characteristics that this hospital follows?

Ans. Our hospital believes that it is very important fro the patients to give accurate
information regarding their pain and conditions. It’s on this information that we
decide the treatment. So our hospital encourages the patients to speak out their
problems. We are very particular about the ventilation and cleanliness over here.

12. Has this hospital encouraged the doctors to take risks during the operations?

Ans. Our team of doctors is very capable. While they are in the OT they are very
much aware of what risks they are taking incase they are not sure of the results. Our
hospital has operated more than 1000 operations in the last year and not more than
5 have lost their lives while they have been operated. This shows that we are very
careful and fully aware of what risks we are taking.

13. Does this hospital give importance to the way in which the result is obtained or
just the result without taking into consideration how it is achieved?

Ans. Being ethical is the core value of this hospital. Hence we take into consideration
both- the means and the ends.

14. To keep the atmosphere conducive for the relatives of the patients, what all
steps do you all take?

Ans. We have a counseling department for the patients as well as their relatives
which offer them psychological services

15. How often does staff report errors, near misses and ideas for improved care and
how often do you make changes based on this information?

Ans. There are very few errors so we hardly report them. Yes ideas are taken into
consideration. For example, it was the idea of one of our doctors to make a separate
unit for children and have a different décor fro them which was accepted by all and
implemented.
16. What stories are publicly shared within your organisation?
Ans. Till last year we never disclosed the stories, but from this year yes we have
started disclosing stories of how staff got adapted to accommodate patient needs,
how mistakes were made and improved in order to pass on our culture and honesty
to the freshers.

We can conclude from the above that the culture in the hospital is very formal and
very much suitable to all. The core values are kept in mind and maintained from time
to time. They consider the feedback given to them by the patients and their family
and work upon that. These values and good maintenance of these values has helped
the hospital to receive accreditation from JCI (USA). This hospital is very determined
to respect its culture. Moreover for their international patients too they have
maintained its culture and provide them with separate prayer rooms, hotel
accommodation, visits to different places in the city, etc. the hospital shows
aggressiveness to be the best and inculcate this culture in each and every staff
member of the hospital. Hospital’s mission statement inculcates a very broad
spectrum of the patient care deliverables, setting the performance benchmark, using
feasible resources and people potential. A mission statement has to be carefully
worded and written because all short term and long-term objectives of hospital
operations shall be drawn out on the basis of it. This hospital has maintained its
mission of being ethical, strives hard every day to be a world class hospital and uses
the best of doctors and technology for the betterment of their patients.

Bibliography

Primary sources
Asian Heart Hospital- Miss Suchitra ( HR Head)
L&T Info Tech- Mr. V. Vishwanath & Mr. Atul Shah

Secondary sources
www.asianheart.co.in
www.larsentoubro/infotech.co.in
Organizational Behavior- Stephen Robbins
Advertisement

Hospital Management System

An Automation System in a Hospital or a Nursing Home would require to very

precise and must result into cost cutting and efficient management. The crucial
points that the system emphasis on are listed in the following.

 Requiremet less number of Staff to cater more patients in same time or even
less.
 Hospital Management System not only provides an opportunity to the
hospital to enhance their patient care but also can increase the profitability of
the organization.
  The system would enable hospitals or Nursing Homes to serve the rapidly
growing number of health care consumers in a cost-effective manner.

 Hospital administrators would be able to significantly improve the operational

control and thus streamline operations.

 This would enable to improve the response time to the demands of patient
care because it automates the process of collecting, collating and retrieving
patient information.

 The senior Doctors would spend his precious time more in clinical activities
than to put in clerical activities otherwise.

 This software interface would also save them a lot of time for ....

Advanced Hospital Management System

bout the project

Our project Advanced Hospital Management System includes registration of patients, storing
their details into the system and also computerized billing in the pharmacy, and labs. Our
software has the facility to give a unique id for every patient and stores the details of every
patient and the staff automatically. It includes a search facility to know the current status of
each room. User can search availability of a doctor and the details of a patient using the id.
The Advanced Hospital Management System can be entered using a username and
password. It is accessible either by an administrator or receptionist. Only they can add data
into the database. The data can be retrieved easily. The interface is very user-friendly. The
data are well protected for personal use and makes the data processing very fast.
EXISTING SYSTEM
. Existing system refers to the system that is being followed till now. Presently all the hospital
functionalities are done manually. That is if a patient want to consult a doctor he can visit
their till his chance called. This is make the person very difficult. Out_Patient and In_Patient
tickets are distributed directly. The main disadvantage is time consuming.
LIMITATIONS OF EXISTING SYSTEM
> Lack of security of data.
> Time consuming.
> Consumes large volume of paper work.
> Manual work
> No direct role for the higher officials.
To avoid all these limitations and make the system working more accurately it needs to be
computerized.
OBJECTIVES OF PROPOSED SYSTEM
The Hospital management system software is user-friendly software. The main objectives of
the system is which shows and helps you to collect most of the information about Hospitality
and Medical Services The system
is very simple in design and to implement. The system requires very low system resources
and the system will work in almost all configurations. The main objectives of the proposed
system can be enumerated as follows:
¢ Patients are easily allocated to the doctors.
¢ Doctors Search is possible.
¢ Today's patient list help doctors to search their patients ADVANTAGES OF PROPOSED
SYSTEM
The system is very simple in design and to implement. The system requires very low system
resources and the system will work in almost all configurations.
> Security of data.
> Ensure data accuracy's.
> Administrator controls the entire system.
> Reduce the damages of the machines.
> Minimize manual data entry.
> Greater efficiency.
> User friendly and interactive.
> Minimum time required.
SOFTWAREREQUIREMENT SPECIFICATIONS
SOFTWARE SPECIFICATIONS
Operating System : Windows 2000/XP
Font end : Visual Basic 6.0
Back end : MS Access
Design Tool : Data Flow Diagram
HARDWARE SPECIFICATIONS
Processor
GHz Clock speed
RAM
Hard disk Monitor Keyboard Mouse
X86 Compatible processor with 1.7
512 MB or more
20 GB or more
VGA/SVGA
104 Keys
2 buttons/ 3 buttons
DATA FLOW DIAGRAM
CONTEXT DIAGRAM
Controls Overall Data
Administrator
Advanced Hospital Management System
Add/Edit/Delete Data
User
Level 1 DFD Administrator
Level 1 DFD User
Level 2 DFD Admin
SYSTEM STRUCTURE CHART
Login
t
Digital Signage
GANTT CHART
DEC JAN 10 JAN 29 FEB 13 MAR 9 APR 13 23
APR 26
System study
Design database
Design forms
Code for application
Code database part
Integrate and test
User manual and documentation
APPENDIX
Screen layouts
Login
LOGIN-FORM
Login
UserName |Abu
Password j xxxxxxxxx
AiminLogin Staff Login | Cancel |

Admin registration
User Registration
Doctor Registration
Edit Doctor
Add Departments
Add Rooms
Patient Registration
Edit Patient Details
IP Search
Doctor Search
IP Billing
IP BILL
BillNo |3i~
PatientID T|
Name |Vinod
Doctor |Arun
Reg Date | 12/08
Room 40
Amount |l 500
Total |3000
Save Close
Discharge I
OP Billing
Lab Billing
Medicine Update
Pharmacy Billing
Change Password
Lab Update
LABUPDATE
LAB UPDATE
Lab test name [Blood
Amt isool
Save Cancel |
Discharge Sheet
Doctor's Name:
Kumar
OK
Blood Bank Registration
Eye Registration
 Reference: http://www.seminarprojects.com/Thread-advanced-hospital-management-
system#ixzz0zTVepOMy

How to Access Reports for Hospital

Management
Reports and paperwork are a constant for hospitals. Reports on shifts must be filled out by
doctors and nurses, security guards have to file incident and shift reports and all of the
procedures and medicines that are being used must be documented. Many of these reports
are sent to hospital management and can be accessed by anyone with the proper clearance.
However, if you feel that you need to see these reports, you can do so in a few different
ways.

Difficulty:

Moderately Easy
Instructions
1.

o 1
Make a request to the hospital management to see the reports. Typically the management
will be governed by a director or by a board of directors that has access to all of the reports
filled out about the hospital's activities and incidents. If you are not a director or a member of
the management, then you need to make an official request, usually in writing, to see
hospital records.

o 2
Follow up your request by contacting the director or the board of directors by phone. Allow 1
to 2 weeks for your request to be received and processed, and make sure that you put all of
your contact information, including your phone, email and address, in your request so that
you can be contacted as soon as a decision is reached.

o 3
Go to where the records can be viewed if your request is granted. You will have to sign forms
that are often necessary for viewing confidential agreements, and you may have to view the
forms at the hospital or via a secured computer. The exact policies might vary by hospital,
but if you are going to be allowed to access the records, the procedures will be explained to
yo

Hospital management
 Hospital Management System
 The hospital management software is excellent software in the hospital management field. It
manages all section of the hospital like reception, lab, indoor patient management, outdoor patient
management, laboratory management, inventory and account etc.

Key Features:

 Complete and automatic operating of reception.

 Laboratory management.
 Indoor Management
 OT Management
 Complete history of patients.
 Up to-date account management with all accounting needs.
 Maintaining the inventory section of your hospital.
 Build in backup and restore facilities.
 LAN compatible.
 Compatibles with any windows-9X or higher.
 The software is both menu and screen driven.
 Instant voice help available on all forms/options.
Hospital Master

Master Tables:

The hospital management software provides you all kinds of masters that are in
customizing mode so that your can add the things as per requirement like.

Test Types Groups

Test Uses
Wards Hospitals Description
Diagnosis Products
Employees Ledgers

Reception:

 A more advance reception for all required operations to be done automatically.

 Creating a new patient entry.
 View and modify all old patient details.
 Select any patient, calculate his bill for the different facilities provide by you like lab test charge,
sonography charge, E.C.G. Charge, X-ray charge, ambulance charge, any additional service charge
 The software will print two copies of bill and send data to report printing department.

Security Features:

 Password facility to ensure validity of user

 Intelligent validation for each entry.
 User defined date access.
 Data secrecy.
 You can hold the complete details of doctors of your hospital.
 You can also manage the issue register.

Indoor:

 The hospital management software provide a complete and automatic indoor management
 You can see the occupancy of your hospital.
 You can see the treatment given to a particular patient.
 You can see the services given to a particular patient
 You can see the deposits of any patient.
 You can prepare discharge ticket and discharge bill of any patient.
 You can see the due detail of bills.

Hospital Record:

 Delivery and Birth Record

 Death Record
 Copper –T Record
 Generator Record
 D & C /MTP Record

Hospital Reports:

The hospital management software provide faculty to view and print all kinds of medical
reports from date to date. These reports are prepared automatically and accurately.

Death Generator Register

Daily Register D&C/MTP Register
Indoor Register Cast wise summary
OT Register Village wise summery
Ambulance Register Doctor wise summery
Delivery Register Month wise summery
Death Register Day wise summery
Copper-T Register Old Cash Register

Test Result Printing:

In the hospital management software we can generate and print the test results.

Serum chemistry test Seminal fluid test

Serum chemistry test Stool test
Hematology test Thyroid function test
Urine test Urine chemical
Serology test Examination test
 Sputum test Pregnancy test

Reports:
The Reports can be printed on any printer like Dot matrix, inkjet and laser etc.
Minimum system requirements:
Hardware PC with Pentium-I, 233 MHz processor, 32 MB RAM, 500 MB hard disk space, CD
ROM drive, VGA monitor. Software: window95 or higher.
Account Master
Heads:
The Software includes all principal heads of commercial field.
We can also customize the heads as per requirement.
Ledgers:
Unlimited accounts may be maintained through various heads
All necessary information of particular account is also kept.
Accounting Reports:
The hospital management software provides facility to view and print
Ledger list.
Ledger books with daily / summary options.
Trial Balance with closing balance and detailed options.
Balance Sheet, quick view of current Assets and Liabilities.
Report of every head can also be generated on the closing and detail based.
Inventory Master
The hospital management software also provides facility to maintain complete inventory like:
Sale / Purchase data entry
Sale / Purchase return
Inventory Reports:
All kinds of inventory reports can be generated within seconds and printed by our software.
Stock report
Sale / Purchase book
Stock Ledger
Sale / Purchase return book
Bonus Tools:
The hospital management software provides many useful tools like
Appointment list to inform you about your appointments.
Address daily that holds the address and additional information of the particular person.
Daily Notes which records any note for a particular day
 Memoranda keep personal information.
Emergency list

Hospitals vary widely in the services they offer and therefore, in the departments they have.

Read more: http://www.disabled-world.com/definitions/hospital-departments.php#ixzz143blwou1

hospitals may have acute services such as an emergency department or specialist trauma centre, burn unit,
surgery, or urgent care. These may then be backed up by more specialist units such as cardiology or
coronary care unit, intensive care unit, neurology, cancer center, and obstetrics and gynecology.
Some hospitals will also have outpatient departments and whilst others may have chronic treatment units
such as behavioral health services, dentistry, dermatology, psychiatric ward, rehabilitation services (Rehab),
and physical therapy.
Common hospital support units include a dispensary or pharmacy, pathology, and radiology, and on the non-
medical side, there often are medical records departments and/or a release of information department.
The main, and most common, hospital departments include:
Accident and emergency (A&E) - Also called Casualty Department, where you're likely to be taken if you
have arrived in an ambulance or emergency situation.
Admissions - At the Admitting Department, the patient will be required to provide personal information and
sign consent forms before being taken to the hospital unit or ward. If the individual is critically ill, then, this
information is usually obtained from a family member.
Anaesthetics - Doctors in this department give anaesthetic for operations and procedures. An anaesthetic
is a drug or agent that produces a complete or partial loss of feeling. There are three kinds of anaesthetic:
general, regional and local.
Breast Screening - Screens women for breast cancer and is usually linked to the X-ray or radiology
department.
Cardiology - Provides medical care to patients who have problems with their heart or circulation.
Chaplaincy - Chaplains promote the spiritual and pastoral wellbeing of patients, relatives and staff.
Critical Care - Also called intensive care, this department is for seriously ill patients.
Diagnostic Imaging - Also known as X-Ray Department and/or Radiology Department.
Elderly services - Covers and assists with a wide range of issues associated with seniors.
Gastroenterology - This department investigates and treats digestive and upper and lower gastrointestinal
diseases.
General Services - Support Services include services provided by Departments such as Portering,
Catering, Housekeeping, Security, Health & Safety, Switch, Laundry and the management of facilities such
as parking, baby tagging, access control, CCTV etc.
General Surgery - Covers a wide range of types of surgery and procedures on patients.
Gynaecology - Investigates and treats problems relating to the female urinary tract and reproductive
organs, such as endometritis, infertility and incontinence.
Haematology - These hospital services work with the laboratory. In addition doctors treat blood diseases
and malignancies related to the blood.
Health & Safety - The role of the occupational health and safety department is to promote and maintain the
highest possible degree of health and safety for all employees, physicians, volunteers, students and
contractors, and actively participates in quality, safety and risk initiatives. Numerous health and safety issues
associated with healthcare facilities include bloodborne pathogens and biological hazards, potential
chemical and drug exposures, waste anesthetic gas exposures, respiratory hazards, ergonomic hazards
from lifting and repetitive tasks, laser hazards, hazards associated with laboratories, and radioactive material
and x-ray hazards. In addition to the medical staff, large healthcare facilities employ a wide variety of trades
that have health and safety hazards associated with them. These include mechanical maintenance, medical
equipment maintenance, housekeeping, food service, building and grounds maintenance, laundry, and
administrative staff.
Human Resources - role is to provide a professional, efficient and customer focused service to managers
and staff and in turn facilitate the delivery of a professional, efficient and customer focused service to
patients.
Infection Control - Primarily responsible for conducting surveillance of hospital-acquired infections and
investigating and controlling outbreaks or infection clusters among patients and health care personnel. The
department calculates rates of hospital-acquired infections, collates antibiotic susceptibility data, performs
analysis of aggregated infection data and provides comparative data to national benchmarks over time.
Information Management - Meaningful infromation can be used in quality management, continuous quality
improvement and peer review. By improving the quality of information, core data can be provided for
randomised clinical trials, outcomes research and many studies.
Maternity - Maternity wards provide antenatal care, delivery of babies and care during childbirth, and
postnatal support.
Microbiology - The microbiology department provides an extensive clinical service, including mycology,
parasitology, mycobacteriology, a high security pathology unit, and a healthcare associated infection
investigation unit, as well as routine bacteriology and an expanding molecular diagnostic repertoire.
Neonatal - Closely linked with the hospital maternity department, provides care and support for babies and
their families.
Nephrology - Monitors and assesses patients with various kidney (renal) problems and conditions.
Neurology - A medical specialty dealing with disorders of the nervous system. Specifically, it deals with the
diagnosis and treatment of all categories of disease involving the central, peripheral, and autonomic nervous
systems, including their coverings, blood vessels, and all effector tissue, such as muscle. Includes the
brain, spinal cord, and spinal cord injuries (SCI).
Nutrition and Dietetics - Dieticians and nutritionists provide specialist advice on diet for hospital wards and
outpatient clinics.
Obstetrics/Gynaecology - Specialist nurses, midwives and imaging technicians provide maternity services
such as: antenatal and postnatal care, maternal and foetal surveillance, and prenatal diagnosis.
Occupational Therapy - Helps physically or mentally impaired people, including temporary disability,
practices in the fields of both healthcare as well as social care. Often abbreviated as "OT", Occupational
Therapy promotes health by enabling people to perform meaningful and purposeful occupations. These
include (but are not limited to) work, leisure, self care, domestic and community activities. Occupational
therapists work with individuals, families, groups and communities to facilitate health and well-being through
engagement or re-engagement in occupation.
Oncology - A branch of medicine that deals with cancer and tumors. A medical professional who practices
oncology is an oncologist. The Oncology department povides treatments,
including radiotherapy and chemotherapy, for cancerous tumours and blood disorders.
Ophthalmology - Ophthalmology is a branch of medicine which deals with the diseases and surgery of the
visual pathways, including the eye, hairs, and areas surrounding the eye, such as the lacrimal system and
eyelids. The term ophthalmologist is an eye specialist for medical and surgical problems. The
Ophthalmology department provides a range of ophthalmic eye related services for both in and outpatients.
Orthopaedics - Treats conditions related to the musculoskeletal system, including joints, ligaments, bones,
muscles, tendons and nerves.
Otolaryngology (Ear, Nose, and Throat) - The ENT Department provide comprehensive and specialised
care covering both Medical and Surgical conditions related not just specifically to the Ear, Nose and Throat,
but also other areas within the Head and Neck region. It is often divided into sub-specialities dealing with
only one part of the traditional speciality (otology, rhinology and laryngology).
Pain Management - Helps treat patients with severe long-term pain. Alternative pain relief treatments such
as acupuncture, nerve blocks and drug treatment, are also catered for.
Patient Accounts - The Patient Accounts Department answers all billing questions and concerns, requests
for itemized bills, and account balance inquiries. The patient accounts department also assists patients in
their insurance benefits for services rendered.
Patient Services - The Patient Services Manager is a source of information and can channel patient queries
in relation to hospital services to the appropriate departments.
Pharmacy - Responsible for drugs in a hospital, including purchasing, supply and distribution.
Physiotherapy - Physiotherapists work through physical therapies such as exercise, massage, and
manipulation of bones, joints and muscle tissues.
Purchasing & Supplies - Purchasing & Supplies Department is responsible for the procurement function of
the hospital.
Radiology - The branch or specialty of medicine that deals with the study and application of imaging
technology like x-ray and radiation to diagnosing and treating disease. The Department of Radiology is a
highly specialized, full-service department which strives to meet all patient and clinician needs in diagnostic
imaging and image-guided therapies.
Radiotherapy - Also called radiation therapy, is the treatment of cancer and other diseases with ionizing
radiation.
Renal - Provides facilities for peritoneal dialysis and helps facilitate home haemodialysis.
Rheumatology - Rheumatologists care for and treat patients for musculoskeletal disorders such as: bones,
joints, ligaments, tendons, muscles and nerves.
Sexual Health - Also known as genitourinary medicine - Provides advice, testing and treatment for sexually
transmitted infections, family planning care, pregnancy testing and advice, care and support for sexual and
genital problems.
Social Work - Clinical social workers help patients and their families deal with the broad range of
psychosocial issues and stresses related to coping with illness and maintaining health. Social workers,
resource specialists and advocates form a network that addresses the challenges families face, increases
accessibility to health care and other human services, and serves as a bridge between the hospital setting
and a patient's family life, home and community.
Urology - The urology department is run by consultant urology surgeons and investigates areas linked to
kidney and bladder conditions.

Read more: http://www.disabled-world.com/definitions/hospital-departments.php#ixzz143bc6X3b

The health care industry, or health profession, treats patients who are injured, sick, disabled,
or otherwise physically or mentally infirm, and maintains general health in populations and
communities through the promotion of healthy behaviours and prevention of disease. The delivery
of modern health care depends on an expanding interdisciplinary team of trained professionals.[1]
[2]

For purposes of finance and management, the healthcare industry is typically divided into several
groups and sectors. The Global Industry Classification Standard and the Industry Classification
Benchmark divide the industry into two main groups: (1) health care equipment & services; and
(2) pharmaceuticals, biotechnology & related life sciences. Health care equipment and services
comprise companies and entities that provide medical equipment, medical supplies, and health
care, such as hospitals, home health care providers, and nursing homes. The second industry
group comprises sectors companies that produce biotechnology, pharmaceuticals, and
miscellaneous scientific services.[3]

Other approaches to defining the scope of the health care industry tend to adopt a broader
definition, also including other key actions related to health, such as regulation and management
of health services delivery, and administration of health insurance

Providers and professionals

Main article: Health care provider

A health care provider is an institution (also known as a health facility) or person (also known as
a health worker) that provides preventive, curative, promotional or rehabilitative health care
services in a systematic way to individuals, families or communities.

Today the health care industry is considered one of the largest industries throughout the world. It
includes thousands of hospitals, clinics and other types of facilities which provide primary,
secondary & tertiary levels of care. To deliver this care, these facilities require health care
workers, including physicians, nurses, and other allied health professionals, as well
as community-based health workers especially to provide services in medically-underserved
areas.

[edit]Delivery of services
The delivery of health care services is the most visible part of any health care system, both to
users and the general public.[5] Improving access, coverage and quality of health services
depends on the ways services are organized and managed, and on the incentives influencing
providers and users. In market-based health care systems, for example such as that in the United
States, such services are usually paid for by the patient or by the patient's insurance company.
Other mechanisms include government-financed systems (such as the National Health Service in
the United Kingdom). In many poorer countries, development aid, as well as funding
through charities or volunteers, help support the delivery and financing of health care services
among large segments of the population.[6] The structure of health care charges can also vary
dramatically among countries. For instance, Chinese hospital charges tend toward 50% for drugs,
another major percentage for equipment, and a small percentage for health care professional
fees.[7]

There are many ways of providing health care in the modern world. The place of delivery may be
in the home, the community, the workplace, or in health facilities. The most common way is face-
to-face delivery, where care provider and patient see each other 'in the flesh'. This is what occurs
in general medicine in most countries. However, with modern telecommunications technology, in
absentia health care is becoming more common. This could be when practitioner and patient
communicate over the phone, video conferencing, the internet, email, text messages, or any
other form of non-face-to-face communication.

[edit]Medical tourism
Main article: Medical tourism

Medical tourism (also called medical travel, health tourism or global health care) is a term initially
coined by travel agencies and the mass media to describe the rapidly-growing practice of
traveling across international borders to obtain health care.

Such services typically include elective procedures as well as complex specialized surgeries such
as joint replacement (knee/hip), cardiac surgery, dental surgery, and cosmetic surgeries.
However, virtually every type of health care, including psychiatry, alternative treatments,
convalescent care and even burial services are available. As a practical matter, providers and
customers commonly use informal channels of communication-connection-contract, and in such
cases this tends to mean less regulatory or legal oversight to assure quality and less formal
recourse to reimbursement or redress, if needed.

Over 50 countries have identified medical tourism as a national industry.

[8]
However, accreditation and other measures of quality vary widely across the globe, and there
are risks and ethical issues that make this method of accessing medical care controversial. Also,
some destinations may become hazardous or even dangerous for medical tourists to
contemplate.

[edit]History

This section requires expansion.

[edit]Growth

The health care industry is one of the world's largest and fastest-growing industries. [9] Consuming
over 10 percent of gross domestic productof most developed nations, health care can form an
enormous part of a country's economy. In 2003, health care costs paid
to hospitals,physicians, nursing homes, diagnostic laboratories, pharmacies, medical
device manufacturers and other components of the health care system, consumed 15.3
percent[10] of the GDP of the United States, the largest of any country in the world. For United
States, the health share of gross domestic product (GDP) is expected to hold steady in 2006
before resuming its historical upward trend, reaching 19.6 percent of GDP by 2016. [11] In 2001, for
 [12]
the OECD countries the average was 8.4 percent with the United States
(13.9%), Switzerland (10.9%), and Germany (10.7%) being the top three.

US health care expenditures totaled US$2.2 trillion in 2006. [13] According to Health
Affairs, USD$7,498 be spent on every woman, man and child in the United States in 2007, 20
percent of all spending. Costs are projected to increase to $12,782 by 2016. [14]

[edit]Transformation

China has implemented a long-term transformation of its health care industry, beginning in the
1980s. Over the first twenty-five years of this transformation, government contributions to health
care expenditures have dropped from 36% to 15%, with the burden of managing this decrease
falling largely on patients. Also over this period, a small proportion of state-owned hospitals have
been privatized. As an incentive to privatization, foreign investment in hospitals — up to 70%
ownership — has been encouraged.[7]

[edit]See also

Medical Industry Overview

INDUSTRY SNAPSHOT
The global medical industry is one of the world's fastest growing industries, absorbing over 10% of
gross domestic product of most developed nations. It constitutes of broad services offered by
various hospitals, physicians, nursing homes, diagnostic laboratories, pharmacies and ably
supported by drugs, pharmaceuticals, chemicals, medical equipment, manufacturers and
suppliers.

The medical and health care industry provides enormous employment opportunities to choose
from. Apart from using the services of medical professionals, this industry also utilizes the expert
services of public policy workers, medical writers, clinical research lab workers, IT professionals,
sales/marketing professionals and health insurance providers.

SIZE OF THE INDUSTRY

The United States of America has one of the largest medical and healthcare industries in the world,
followed by Switzerland and Germany. The USA's medical industry comprises of more than 750,000
physicians and 5,200 hospitals. USA witnesses approximately 3.8 million inpatient visits and 20 million
outpatients visit on a daily basis. Furthermore, the United States of America has the largest workforce i.e.
one in every 11 US residents employed in the health care business.

The Global prescription drug market was $550 billion in the year 2006. Also, the total health care
expenditures across the world were $4.5 trillion last year. Of which, US solely account for $ 2.2 trillion, $ 2
trillion in OECD countries and remaining $ 0.3 in other countries of the world. Learn about the challenges
for the medical industry in the article '2009 Financial Crisis:Top 9 Issues for Health Industries.'

MAJOR SEGMENTS OF THE INDUSTRY

The global medical industry is highly fragmented, comprising of various ancillary sectors namely medical
equipment and supplies, pharmaceutical, healthcare services, biotechnology, and alternative medicines
sectors.

 Medical Equipment and Supplies:

Consists of various establishments or units engaged in designing, manufacturing, selling and

distributing of surgical and medical instruments, ophthalmic, lab apparatus, electro medical,
dental, irradiation, surgical appliances and supplies.

Hospital Equipment & Supplies Products

o Autoclave
o Diagnostic Equipment
o Hospital Hollowware
o Hospital Rubber Products

Hospital Equipment & Supplies Articles

o US Medical Equipment and Supplies Industry Profile

o Clinical Diagnostics Industry Overview
o Medical Device Industry Outlook and Trends

SHARE OF MEDICAL EQUIPMENT & SUPPLIES IN 2006

 Pharmaceutical Industry

Comprises of several establishments involved in developing, researching, marketing and

distributing drugs or medicines. Globally, the market share of pharmaceutical industry is US $340
billion. The global pharmaceuticalsales account for US$ 602 billion, with an annual growth rate of
7%. In the year 2006, the global pharmaceutical exports totaled US $ 271.9 billion having an
annual growth rate of 10%.

Pharmaceutical Drug Products

o Anti-Infective Drugs
o Genito Urinary Drug
o Pain Relief Drug
o Endocrine Disorder Drug

Pharmaceutical Drug Articles

o The US Generic Drugs Industry Overview

o Vaccine Industry Overview and Trends
o Pharmaceutical Drugs - Industry Outlook
o Why are Vaccines Invaluable
 Healthcare Services Industry

It includes various establishments dealing in different type of services like testing, outsourcing,
transcription, quality assurance, validation, compliance, chemical analysis, and other types of
services. The global market share of biotechnology services industry is worth US $ 50 billion,
which is soon expected to witness a hike in coming years. Presently, pharmaceutical testing
service industry values to US $ 5.9 billion, which is predicted to reach US $ 9.5 billion by the end
of 2009. Microbiological testing service industry accounts for US $ 2.4 billion. Globally, the
medical outsourcing services industry accounts for approximately US $ 200 billion. Read the US
Home Healthcare Industry Overview for more information.

 Biotechnology Industry

It is one of the most research-intensive segments of the global healthcare industry. Biotechnology
industry is composed of many establishments, which are engaged in making wide variety
of biotech products. Biotechnology is primarily being used by the pharmaceutical industry but
there are other industries like agriculture, mining, waste treatment industries as well, which are
making continuous use of biotechnology. Biotechnology companies focus on developing methods
or products used for preventing, diagnosing and treating dozens of life threatening and chronic
diseases. The biotechnology industry has mushroomed since its inception and at present it is
equivalent to US $ 50.7 billion. China, USA, India, Australia, and France are the market leaders of
biotech products in the world.

Biotechnology Products

o Assay Systems
o Monoclonal Antibodies
 Biotechnology Product Articles

o The US Biotechnology Industry Overview

o Biotechnology Products A Short Overview

 Alternative Medication Industry

It includes various groups involved in the promotion of different forms of alternative medications
and therapies like ayurveda, homeopathy, aromatherapy, massage therapy etc. The total market
size of alternative medicine is valued at US $2.7 billion while global market for traditional
therapies accounts for US $60 billion.

Alternative Medicines
o Massage Therapies
o Herbal Body Massage Oil
o Yoga Mats
o Aromatherapy Products
Alternative Medicine Articles
o UK Alternative Medicine Industry Overview
o Alternative Medicine Industry Overview
o Homeopathy - Rise Of The Phoenix
o Who Else Wants To Know About Alternative Medicine?

 Dietary Supplements Industry

 According to the Office of Dietary Supplements, consumers in the USA spent $20.3 billion on
dietary supplements in 2004. Comprising vitamins, minerals, herbs, botanicals, amino acids,
whole foods, nutraceuticals, etc, the USFDA regulates dietary supplements differently than the
"conventional" foods and drug products. Regulated by the Dietary Supplement Health and
Education Act of 1994 (DSHEA), the manufacturers are responsible for ensuring the safety of
dietary supplements before they are marketed. The industry derives much of its demand from
growing health awareness, ageing population, consumer spending, and nutrition trends. Bringing
out innovative products, effective merchandising and competitive pricing determines the
manufacturers’ profitability. Supplements are sold via supermarkets, drugstores, Internet, mail
orders, health food stores, and by direct sellers.

Dietary Supplement Products

o Herbal Supplement
o Whole Food Supplement
o Aspartic Acid
o Ginkgo Biloba
Dietary Supplement Articles
o The UK Dietary Supplements Industry Overview
o Dietary Supplements - Industry Outlook
o Dietary Supplements - Saving Billions in Healthcare Costs

 Hospital Furniture Industry

The hospital furniture industry is a part of institutional-type furniture market, engaged in the
manufacture of furniture items for theaters, libraries, schools, etc. Hospital furniture may be made
custom-built or be made on stock basis, and it may be assembled or unassembled. The
institutional furniture manufacturing industry in the US generated annual revenues of about $4.2
billion in 2008.

Hospital Furniture Products

o Hospital Bed
o Hospital Chair
o Hospital Hollowware
o Hospital Stool
Hospital Furniture Articles
o Hospital Furniture - An Overview

 Medical Instruments Industry

The medical and dental instruments industry is diverse and a technologically dynamic market. It is
made up of several sectors including surgical and medical instruments, appliances, dental
 equipment and supplies, etc. While the largest medical instrument markets in the world are
America, Europe and Japan, there's a huge potential for the medical instruments industry in
China. Also, the industry has a promising future in the US, due to increasing surgical procedures
and an aging population.

Medical Instruments
o Curette
o Dental Instrument
o Dermal Instrument
o Forceps
Medical Instrument Articles
o Medical Instruments Industry Overview
o Lasting Benefits Of Medical Device Reuse
o A Brief Guide On Medical Instruments

 Medicated Personal Care Product Industry

Over 750 companies are engaged in the manufacture of personal care products, generating a
total of $40 billion in combined annual revenue. The top 50 companies by size account for about
70 percent of industry revenue. Companies within the industry are primarily engaged in blending,
compounding, and packaging toilet products such as creams and lotions, shampoos, makeup,
sunscreens, skin care products, shaving products, and mouthwashes.

Medicated Personal Care Products

o Herbal Cosmetic
o Skin Care Product
Medicated Personal Care Products Articles
o Medicated Personal Care Products - A Quick Guide

 Cleanrooms Industry

The cleanrooms consumables industry in the US is valued at $1.2 billion and the demand for
clean room consumables is expected to at and annual growth rate of 5.9 percent. The most
promising segments within within consumables include drugs, foods, flat panel displays,
beverages, and hard disk drives. Further, while apparel and chemicals will dominate the market,
swabs and wipes will lead witness fast growth.

Cleanroom Products
o Cleanroom Cleaning Equipment
o Cleanroom Gloves
o Cleanroom System
 Cleanrooms Articles
o Cleanrooms: Choosing The Right Gloves for Gloveboxes
o A Mini-Guidebook On Cleanrooms

 Waste Management Plants and Equipment Industry

There are about 10,000 private waste management companies in the US, with an aggregate
annual revenue of $50 billion. Waste management is a highly competitive industry with the
demand being directly proportionally to volume of waste generated. The most common services
rendered by the industry include waste collection, treatment, disposal, remediation, and recycling.
The wastes processesed include solid wastes, low-level radioactive wastes, and liquid wastes.

Waste Management Plants & Equipments

o Waste Treatment Equipment
o Waste Water Treatment Equipment
Waste Management Plants & Equipments Articles
o US Waste Management Industry Overview

 Laboratory Equipment Industry

Medical industry has a high growth rate and makes up for about 10 percent of the GDP for many
countries. The laboratory equipment industry on the othe hand accounts for 7 percent of the
medical industry. Some countries have witnessed explosive growth in laboratory equipment. For
instance in Germany, the sales of laboratory products surged to reach a record figure of $7 billion
in 2006.

Laboratory Equipment Products

o Electrophoresis Equipment
o Laboratory Centrifuge
Laboratory Equipment Articles
o Laboratory Equipments - A Mini-Guide

 Laboratory Chemical & Gases Industry

The clinical laboratory industry of the USA has a market capitalization of $50 billion. Even though
the industry represents less than 3 percent of the health care budget, it furnishes over 70 percent
of the diagnostic information that results in making medical decisions in patient care.

Laboratory Chemical & Gases

o Chemical Indicators
o Laboratory Gas
Laboratory Chemical & Gases Articles
o Laboratory Chemicals & Gases - An Overview

 Medical Clothing Industry

Medical and surgical clothing plays a crucial role of protection from transfer of bacteria and other
pathogens from the skin of the medical staff to the hospital environment and patients. Despite the
primary function of medical clothing being protection, the medical staff today expects more from
medical apparel in terms of quality and innovation. Whereas manufacturers on the other hand
face the challenge of increasing comfort, effectiveness, and efficiencies, while keeping their costs
to a minimum.

 Packaging Material and Equipment Industry

The packaging industry in the United States has expanded to reach figure of $126 billion. As the
market has matured the growth has slowed down. As a result, over the next few years the
industry will experience growth rates ranging from 1.5-2.0 percent. As against the outlook for the
whole industry, the plastic packaging market has a promising outlook. This segment also
accounts for $38.2 billion of total packaging industry.

 Patient Aids Industry

There is an ever increasing population across countries worldwide including United States,
Europe, Asia that point to the fact that a wide variety of patient aids and assistive technology
device will grow in demand. The global sales of AT devices by US companies totaled $2.87 billion
in 1999, up 22 percent from $2.35 billion in 1997. Just in the USA, the Market potential for
hearing aids will cross the figure of 60 Million units by 2015.

 Pharmaceutical Raw Materials Industry

Pharmaceutical raw materials including both active ingredients and excipients will be increasingly
used to facilitate the drugs delivery in future. The outlook for the pharmaceutical excipient sector
is positive owing to the booming business in preparations for biological engineering and insoluble
drugs. The market The production value of this segment worldwide was estimated to reach
US$4.6 billion in 2008, while in 2005 the market value stood at $2.5 billion.

Pharmaceutical Raw Material

o Animal Extract
o Drug Intermediate
Pharmaceutical Raw Material Articles
o A Mini-Guide On Pharmaceutical Raw Materials

 Pharmaceutical Service Industry

 Pharmaceutical services industry has many components including medical outsourcing, clinical
trials, biotechnology services, etc. The global clinical trials industry was worth $10 billion
according to estimates and is slated to considerably in future. Outsourcing services such as
medical transcription too will grow fast. For instance the US medical transcription industry was
valued at $12 billion in 2005 and is expected to reach a figure of $16.8 billion by 2010.

 Veterinary Products Industry

The veterinary products industry is fueled by growth in the pet ownership trends, as well as by the
veterinary requirements of farm animals. The US veterinary services comprises about 26,000
veterinary centers and animal testing laboratories, with a total revenue of $20 billion on an annual
basis. According to pet ownership figures in the US about 71.1 millions homes own a pet. The
total U.S. pet industry expenditures for 2009 are expected to be $45.4 billion.

KEY GROWTH DRIVERS OF THIS INDUSTRY

There are various factors, which govern the growth of the medical and healthcare industry. Some of the
key factors are:
 Continuous investments in research & development has resulted in increased productivity and
better quality of drugs, medicines, medical instruments, hospital equipment, and other medical
supplies used in medical industry.
 Provides employment to large chunk of human population. United States of America has the
largest workforce i.e. one in every 11 US residents employed in the health care business.
 Increased costs in the medical treatment in the developed nations have driven patients to migrate
to Asian countries.
 Rise in ailments among the ageing population especially in developed nations has led to the
increase in demand of variety of drugs or medicines.
 Innovative techniques of drug discovery and drug development, new cures and treatments, gene
testing for insurance, genetic predictions of disease and related issue, human cloning and
reproductive technologies are the other key drivers of the medical industry.

FUTURE PERSPECTIVE OF THE INDUSTRY

The future perspective of medical industry seems to be immensely bright and encouraging for this industry
in terms of the expected surge in global demand and upsurge in investments. Several trends such as
globalization, continuous investments in research and development, newer techniques of drug
development and discovery, product proliferation, mergers and acquisitions are the key drivers of this
industry.
Increasing corporatization of Private Healthcare in the backdrop of a growing and affluent middle class is
an emerging trend that has been pushing the growth of this industry. Health Insurance and Medical
Tourism are the other significant trends, which are governing the global healthcare and medical industry.
Most of the nations are now emphasizing on the accreditation of medical professionals so as to ensure
legitimacy of the services provided by them. Robust advancement in the field of information technology will
allow critical medical data to be processed and transferred quickly over larger distances, thereby saving
time of both the patients and physicians in the speeding delivery of treatment.