A well-made manual for a successful hospital
 |
Description
Book Introduction
It's not a choice.
It's a must!
A systematic management system determines the future of hospitals.
Hospitals are changing.
The standards of hospitals across the country are improving, and the average satisfaction with hospital services is also rising.
The reason is simple.
This is because management recognizes the importance of medical services and trains employees accordingly.
As the overall quality of service in the industry improves, discerning customers are unlikely to return to a hospital where they experienced negative service.
We can no longer rely solely on traditional management methods, and our hospital needs new competitive advantages.
That competitiveness can be achieved through systematic systems and manuals.
"The Manual for Building a Successful Hospital" introduces the "hospital system and manual" step by step for hospital directors and executives who are preparing to open a hospital or who are already operating a hospital but want to start anew.
To be more precise, it presents guidelines for creating hospital management performance through customer satisfaction with excellent staff.
Additionally, it produces the guidelines as a result called a 'manual' and provides know-how on how to produce and manage hospital manuals.
If we can only recognize the need for and manage a manual for building a hospital system, this book will enable us to produce excellent results tailored to our hospital.
It's a must!
A systematic management system determines the future of hospitals.
Hospitals are changing.
The standards of hospitals across the country are improving, and the average satisfaction with hospital services is also rising.
The reason is simple.
This is because management recognizes the importance of medical services and trains employees accordingly.
As the overall quality of service in the industry improves, discerning customers are unlikely to return to a hospital where they experienced negative service.
We can no longer rely solely on traditional management methods, and our hospital needs new competitive advantages.
That competitiveness can be achieved through systematic systems and manuals.
"The Manual for Building a Successful Hospital" introduces the "hospital system and manual" step by step for hospital directors and executives who are preparing to open a hospital or who are already operating a hospital but want to start anew.
To be more precise, it presents guidelines for creating hospital management performance through customer satisfaction with excellent staff.
Additionally, it produces the guidelines as a result called a 'manual' and provides know-how on how to produce and manage hospital manuals.
If we can only recognize the need for and manage a manual for building a hospital system, this book will enable us to produce excellent results tailored to our hospital.
- You can preview some of the book's contents.
Preview
index
introduction.
Why are hospital systems and manuals necessary?
01 Why do we need a hospital system?
02 Why do we need a hospital manual?
SYSTEM 1.
Systems and manuals for getting started
01 Why should we manage with a system?
02 How should our hospital's staffing structure be structured?
03 How should I hire what kind of employees?
04 Things a new employee needs to know within a week
05 Create your own hospital manual
SYSTEM 2.
Systems and manuals for employees
01 Why is employee training necessary?
02 Environmental system for employees
03 For the work-life balance of employees
04 Create your own hospital manual
SYSTEM 3.
Systems and manuals for customers
01 Customers are most sensitive to waiting service.
02 Pre- and post-sales systems for customers
03 Promise to care for customers at the hospital site
04 Create your own hospital manual
SYSTEM 4.
Systems and Manuals for Sales Increase - Basics
01 Sales increase starts from phone management
02 DB Management: What should I do and how?
03 Increase sales with text messages
04 How far should we utilize the CRM program?
05 Create your own hospital manual
SYSTEM 5.
Systems and Manuals for Sales Increase - In-Depth
01 Finding sales growth points through face-to-face contact
02 IntroductionCustomer management is an indicator of hospital sales.
03 Another start with after-sales customer care
04 Create your own hospital manual
SYSTEM 6.
Systems and Manuals for Everyone
01 The manual is something we all create and maintain together.
02 Improve through feedback and grow through communication
03 There is no sense of ownership.
04 Inquiries and meetings are not optional, they are mandatory.
05 Manual-based knowledge management
supplement.
List of hospital manuals
Why are hospital systems and manuals necessary?
01 Why do we need a hospital system?
02 Why do we need a hospital manual?
SYSTEM 1.
Systems and manuals for getting started
01 Why should we manage with a system?
02 How should our hospital's staffing structure be structured?
03 How should I hire what kind of employees?
04 Things a new employee needs to know within a week
05 Create your own hospital manual
SYSTEM 2.
Systems and manuals for employees
01 Why is employee training necessary?
02 Environmental system for employees
03 For the work-life balance of employees
04 Create your own hospital manual
SYSTEM 3.
Systems and manuals for customers
01 Customers are most sensitive to waiting service.
02 Pre- and post-sales systems for customers
03 Promise to care for customers at the hospital site
04 Create your own hospital manual
SYSTEM 4.
Systems and Manuals for Sales Increase - Basics
01 Sales increase starts from phone management
02 DB Management: What should I do and how?
03 Increase sales with text messages
04 How far should we utilize the CRM program?
05 Create your own hospital manual
SYSTEM 5.
Systems and Manuals for Sales Increase - In-Depth
01 Finding sales growth points through face-to-face contact
02 IntroductionCustomer management is an indicator of hospital sales.
03 Another start with after-sales customer care
04 Create your own hospital manual
SYSTEM 6.
Systems and Manuals for Everyone
01 The manual is something we all create and maintain together.
02 Improve through feedback and grow through communication
03 There is no sense of ownership.
04 Inquiries and meetings are not optional, they are mandatory.
05 Manual-based knowledge management
supplement.
List of hospital manuals
Into the book
It is easy to think of a manual as a guideline that outlines the basic attitudes and behaviors desired by members of an organization.
How many touchpoints will members face in an organization? While a manual can't cover everything, it's crucial to have a comprehensive manual for those touchpoints that require standardization. Once these manuals are compiled, a system is formed.
---p.18
If you manage by firing incompetent employees and repeatedly hiring until a good employee appears, then this is simply a management style that relies on luck.
Hiring good employees and training them properly must be done within a 'system'.
A system can be viewed as a collection of rules that combine to achieve results through various departments and organizations within a hospital.
Does our hospital have a manual that outlines these rules? Or is there a person in charge of overseeing these rules? Let's examine the manuals for hospital systems and examine and develop our own, one by one.
---p.28
I interviewed numerous employees and heard their inner thoughts.
One of the most common complaints employees have about the hospital is, “I hate multitasking,” and “Our hospital has no system.”
This is something that any experienced director or manager would have likely heard from their employees at least once.
Do employees really hate multitasking? No.
When employees say 'multi' in this case, it means taking on miscellaneous tasks outside of their main job.
Employees either don't acknowledge that their work has been assigned to them accurately or they consider any work that hasn't been agreed upon and documented in a manual to be a chore.
The boundary between work and chores is determined here.
---p.33~34
When creating a manual, you can either create it yourself with your employees without feeling burdened, or outsource it to a professional company.
Only by having a basic manual created in this way can you provide proper feedback to your employees.
How can you provide proper feedback without guidelines, such as why booking rates are low despite marketing performance or why customer complaints occur? If you have a basic manual, it's a good idea to conduct regular phone monitoring and feedback, such as once a quarter or once a month.
---p.159
The most important thing in the process of creating a manual is for employees to recognize the need for the manual.
There needs to be sufficient communication with employees about the goals and expected outcomes of this work undertaken by management.
If employees participate and work together to create a manual, the results will definitely be successful in some way.
---p.214
Owners want their employees to have a sense of ownership, and employees question that by asking, "Why me?"
Is it really possible for employees to develop a sense of ownership? The short answer is no.
How can you have a sense of ownership if you're not the owner? But it may be possible to bridge that gap.
When I talk about ownership in lectures to hospital staff, I say this:
A sense of ownership is impossible, but a 'protagonist consciousness' is possible.
So, while I'm working at this hospital, I'll work like the main character!
How many touchpoints will members face in an organization? While a manual can't cover everything, it's crucial to have a comprehensive manual for those touchpoints that require standardization. Once these manuals are compiled, a system is formed.
---p.18
If you manage by firing incompetent employees and repeatedly hiring until a good employee appears, then this is simply a management style that relies on luck.
Hiring good employees and training them properly must be done within a 'system'.
A system can be viewed as a collection of rules that combine to achieve results through various departments and organizations within a hospital.
Does our hospital have a manual that outlines these rules? Or is there a person in charge of overseeing these rules? Let's examine the manuals for hospital systems and examine and develop our own, one by one.
---p.28
I interviewed numerous employees and heard their inner thoughts.
One of the most common complaints employees have about the hospital is, “I hate multitasking,” and “Our hospital has no system.”
This is something that any experienced director or manager would have likely heard from their employees at least once.
Do employees really hate multitasking? No.
When employees say 'multi' in this case, it means taking on miscellaneous tasks outside of their main job.
Employees either don't acknowledge that their work has been assigned to them accurately or they consider any work that hasn't been agreed upon and documented in a manual to be a chore.
The boundary between work and chores is determined here.
---p.33~34
When creating a manual, you can either create it yourself with your employees without feeling burdened, or outsource it to a professional company.
Only by having a basic manual created in this way can you provide proper feedback to your employees.
How can you provide proper feedback without guidelines, such as why booking rates are low despite marketing performance or why customer complaints occur? If you have a basic manual, it's a good idea to conduct regular phone monitoring and feedback, such as once a quarter or once a month.
---p.159
The most important thing in the process of creating a manual is for employees to recognize the need for the manual.
There needs to be sufficient communication with employees about the goals and expected outcomes of this work undertaken by management.
If employees participate and work together to create a manual, the results will definitely be successful in some way.
---p.214
Owners want their employees to have a sense of ownership, and employees question that by asking, "Why me?"
Is it really possible for employees to develop a sense of ownership? The short answer is no.
How can you have a sense of ownership if you're not the owner? But it may be possible to bridge that gap.
When I talk about ownership in lectures to hospital staff, I say this:
A sense of ownership is impossible, but a 'protagonist consciousness' is possible.
So, while I'm working at this hospital, I'll work like the main character!
---p.220
Publisher's Review
Successful hospitals have secrets that no one knows about!
We will make our hospital, which is in crisis, a successful hospital.
Smart Hospital Manual Guidebook
Most hospital directors and managers have probably thought about this at least once.
"Why does that hospital always have a steady stream of patients? Is it just luck?", "That hospital has a lot of great employees, and they seem to stay there for a long time."
Is it because the director has good luck?' However, as we all know, the secret to a successful hospital does not come from mere luck or good fortune.
It is actually thanks to this that we have become a hospital with a constant stream of customers and a hospital with good employees who stay with us for a long time.
This is a 'well-made manual'!
Since my first time working as a hospital coordinator and director, the author has felt the importance of hospital systems and has personally created and implemented manuals.
This book is a 'hospital manual guidebook' that generously compiles the know-how gained through firsthand experience in hospitals and through providing lectures and consulting services to over 1,000 hospitals.
Let's examine our hospital's system by examining the systems, manuals, and medical services of successful hospitals and create an optimized manual.
One 'well-made manual' will make your hospital a 'well-run hospital' that everyone will envy.
Step by step through 6 systems
Creating our hospital manual
This book is largely divided into six systems. System 1 covers the first steps for hospitals seeking to develop systems and manuals.
This applies to all hospitals that are about to open or are dreaming of a solid start again.
We also provide orientation materials necessary for training new employees.
SYSTEM 2, through the 'System and Manual for Employees', covers why employee training is necessary, what kind of training is needed and who should be in charge of that training, how to provide feedback to employees, and how to become a hospital that grows together with employees.
It also provides detailed information on what should be included in a hospital manual, who should create it, and how.
SYSTEM 3 covers 'systems and manuals for customers' and divides the service stages into pre-, on-site, and post-service stages.
This course covers methods for managing waiting services to minimize customer inconvenience and convey positive feelings and trust about the hospital, pre-hospital system management methods such as reservation messages, post-hospital system management methods such as happy calls, customer response and addressing methods, and management methods for no-shows and late customers.
SYSTEM 4 and SYSTEM 5 cover 'systems and manuals for increasing sales.'
You can explore the importance of non-face-to-face contact, the increasingly important DB management methods, and even how to utilize hospital CRM programs.
It also covers sales growth points that can be utilized in hospital settings, as well as the most important aspects of referral and after-sales customer management.
SYSTEM 6 'Systems and Manuals for Everyone' explains how to utilize the systems and manuals we've discussed so far, provide feedback to each other, and continuously grow.
We'll also explore how to create authentic manuals that reflect the real world, how to foster a sense of responsibility among employees, why meetings and meetings are necessary, and how to manage knowledge based on manuals.
Additionally, at the end of each system, we have provided a configuration that allows you to create your own hospital manual.
Anyone can easily follow the manual and make it through many examples.
Medical consultant, 'Hospital Sister' tells you
The Secret to Success for Successful Hospitals
There are books that cover hospital manuals, but most of them were written by people who had no experience working in hospital settings.
On the other hand, the author of this book started his career in a hospital as a hospital coordinator, so he knows the difficulties faced in the field better than anyone else. While working as a field manager, he was able to apply and experiment with the manuals and systems he had created himself in the hospital.
This book is a compilation of the extensive experience and know-how gained from training over 3,000 medical professionals and educating and consulting over 1,000 hospitals.
While running the YouTube channel “Hospital Sister TV,” I have also been introducing well-made manuals from successful hospitals to my subscribers, which has also helped me to understand readers through the abundance of examples.
Many hospital directors are struggling with hospital systems and manuals.
The first thing I can say to them is, “Let’s start right now.”
There may be no perfect system or perfect manual.
The important thing is to start right here, right now, when you feel the lack.
If you look at the list of manuals in the book, refer to various examples, and work with your staff to create a well-organized manual unique to your hospital, you will soon have one. This well-crafted manual will become the secret to your hospital's success.
If a work environment is created where hospital staff feel like they are the main characters and can freely take on challenges, the hospital can become a happier place for medical staff, employees, and customers alike.
It's never too late.
Let's get started right now!
We will make our hospital, which is in crisis, a successful hospital.
Smart Hospital Manual Guidebook
Most hospital directors and managers have probably thought about this at least once.
"Why does that hospital always have a steady stream of patients? Is it just luck?", "That hospital has a lot of great employees, and they seem to stay there for a long time."
Is it because the director has good luck?' However, as we all know, the secret to a successful hospital does not come from mere luck or good fortune.
It is actually thanks to this that we have become a hospital with a constant stream of customers and a hospital with good employees who stay with us for a long time.
This is a 'well-made manual'!
Since my first time working as a hospital coordinator and director, the author has felt the importance of hospital systems and has personally created and implemented manuals.
This book is a 'hospital manual guidebook' that generously compiles the know-how gained through firsthand experience in hospitals and through providing lectures and consulting services to over 1,000 hospitals.
Let's examine our hospital's system by examining the systems, manuals, and medical services of successful hospitals and create an optimized manual.
One 'well-made manual' will make your hospital a 'well-run hospital' that everyone will envy.
Step by step through 6 systems
Creating our hospital manual
This book is largely divided into six systems. System 1 covers the first steps for hospitals seeking to develop systems and manuals.
This applies to all hospitals that are about to open or are dreaming of a solid start again.
We also provide orientation materials necessary for training new employees.
SYSTEM 2, through the 'System and Manual for Employees', covers why employee training is necessary, what kind of training is needed and who should be in charge of that training, how to provide feedback to employees, and how to become a hospital that grows together with employees.
It also provides detailed information on what should be included in a hospital manual, who should create it, and how.
SYSTEM 3 covers 'systems and manuals for customers' and divides the service stages into pre-, on-site, and post-service stages.
This course covers methods for managing waiting services to minimize customer inconvenience and convey positive feelings and trust about the hospital, pre-hospital system management methods such as reservation messages, post-hospital system management methods such as happy calls, customer response and addressing methods, and management methods for no-shows and late customers.
SYSTEM 4 and SYSTEM 5 cover 'systems and manuals for increasing sales.'
You can explore the importance of non-face-to-face contact, the increasingly important DB management methods, and even how to utilize hospital CRM programs.
It also covers sales growth points that can be utilized in hospital settings, as well as the most important aspects of referral and after-sales customer management.
SYSTEM 6 'Systems and Manuals for Everyone' explains how to utilize the systems and manuals we've discussed so far, provide feedback to each other, and continuously grow.
We'll also explore how to create authentic manuals that reflect the real world, how to foster a sense of responsibility among employees, why meetings and meetings are necessary, and how to manage knowledge based on manuals.
Additionally, at the end of each system, we have provided a configuration that allows you to create your own hospital manual.
Anyone can easily follow the manual and make it through many examples.
Medical consultant, 'Hospital Sister' tells you
The Secret to Success for Successful Hospitals
There are books that cover hospital manuals, but most of them were written by people who had no experience working in hospital settings.
On the other hand, the author of this book started his career in a hospital as a hospital coordinator, so he knows the difficulties faced in the field better than anyone else. While working as a field manager, he was able to apply and experiment with the manuals and systems he had created himself in the hospital.
This book is a compilation of the extensive experience and know-how gained from training over 3,000 medical professionals and educating and consulting over 1,000 hospitals.
While running the YouTube channel “Hospital Sister TV,” I have also been introducing well-made manuals from successful hospitals to my subscribers, which has also helped me to understand readers through the abundance of examples.
Many hospital directors are struggling with hospital systems and manuals.
The first thing I can say to them is, “Let’s start right now.”
There may be no perfect system or perfect manual.
The important thing is to start right here, right now, when you feel the lack.
If you look at the list of manuals in the book, refer to various examples, and work with your staff to create a well-organized manual unique to your hospital, you will soon have one. This well-crafted manual will become the secret to your hospital's success.
If a work environment is created where hospital staff feel like they are the main characters and can freely take on challenges, the hospital can become a happier place for medical staff, employees, and customers alike.
It's never too late.
Let's get started right now!
GOODS SPECIFICS
- Date of issue: March 7, 2022
- Page count, weight, size: 232 pages | 556g | 176*248*20mm
- ISBN13: 9788991232211
- ISBN10: 8991232213
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