project report of international hospital bandita

A PROJECT REPORT ON

“Training need identification of Front Office staff and design of training module at International hospital”.

Submitted by

Bondita Chetia

MBA, 4th Semester (2013)

Roll No: 26

Institutional Guide: Organizational Guide:

Mr.K.K Saikia Mr. Sanjeeb Kakati

Deptt. of Business Adm Sr. Consultant-HR

Faculty, NERIM International hospital, Ghy

NERIM

North Eastern Regional Institute of Management (NERIM)

(Affiliated to Dibrugarh University and Approved by AICTE) Padma Nath Sharmah Bhawan, Jayanagar, Khanapara, Guwahati-781022

CHAPTER-1

INTRODUCTION

Part- A

About Industry

The hospital industry, or medical industry, is a sector within the economic system that provides goods and services to treat patients with curative, preventive, rehabilitative, and palliative care. The modern health care sector is divided into many sub-sectors, and depends on interdisciplinary teams of trained professionals and paraprofessionals to meet health needs of individuals and populations.

The health care industry is one of the world's largest and fastest-growing industries. Consuming over 10 percent of gross domestic product (GDP) of most developed nations, health care can form an enormous part of a country's economy.

Background

For purposes of finance and management, the health care industry is typically divided into several areas. As a basic framework for defining the sector, the United Nations International Standard Industrial Classification (ISIC) categorizes the health care industry as generally consisting of:

1. hospital activities;2. medical and dental practice activities;3. "other human health activities".

This third class involves activities of, or under the supervision of, nurses, midwives, physiotherapists, scientific or diagnostic laboratories, pathology clinics, residential health facilities, or other allied health professions, e.g. in the field of optometry, hydrotherapy, medical massage, yoga therapy, music therapy, occupational therapy, speech therapy, chiropody, homeopathy, chiropractics, acupuncture, etc.

The Global Industry Classification Standard and the Industry Classification Benchmark further distinguish the industry as two main groups:

1. health care equipment and services; and2. pharmaceuticals, biotechnology and related life sciences.

Health care equipment and services comprise companies and entities that provide medical equipment, medical supplies, and health care services, 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.

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 education and training of

health professionals, regulation and management of health services delivery, provision of traditional and complementary medicines, and administration of health insurance.

Providers and professionals

A health care provider is an institution (such as a hospital or clinic) or person (such as a physician, nurse, allied health professional or community health worker) that provides preventive, curative, promotional, rehabilitative or palliative care services in a systematic way to individuals, families or communities.

The World Health Organization estimates there are 9.2 million physicians, 19.4 million nurses and midwives, 1.9 million dentists and other dentistry personnel, 2.6 million pharmacists and other pharmaceutical personnel, and over 1.3 million community health workers worldwide making the health care industry one of the largest segments of the workforce.

The medical industry is also supported by many professions that do not directly provide health care itself, but are part of the management and support of the health care system. The incomes of managers and administrators, underwriters and medical malpractice attorneys, marketers, investors and shareholders of for-profit services, all are attributable to health care costs.

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 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. In 2001, for 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. According to Health Affairs, US$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.

Delivery of services

The delivery of health care services from primary care to secondary and tertiary levels of care is the most visible part of any health care system, both to users and the general public. 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.

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 through the patient's health 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. 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. 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.

Growth and prospects of the 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.

PART-B

About The Subject

Training need identification is a tool utilized to identify what educational courses or activities should be provided to employees to improve their work productivity. Here the focus should be placed on needs as opposed to desires of the employees for a constructive outcome.

In order to emphasize the importance of training need identification we can focus on the following areas:-

To pinpoint if training will make a difference in productivity and the bottom line. To decide what specific training each employee needs and what will improve his or her job

performance. To differentiate between the need for training and organizational issues and bring about a

match between individual aspirations and organizational goals.

Identification of training needs (ITN), if done properly, provides the basis on which all other training activities can be considered. Also requiring careful thought and analysis, it is a process that needs to be carried out with sensitivity as people's learning is important to them, and the reputation of the organization is also at stake.

Identification of training needs is important from both the organisational point of view as well as from an individual's point of view. From an organisation's point of view it is important because an organisation has objectives that it wants to achieve for the benefit of all stakeholders or members, including owners, employees, customers, suppliers, and neighbours. These objectives can be achieved only through harnessing the abilities of its people, releasing potential and maximising opportunities for development.

Therefore people must know what they need to learn in order to achieve organisational goals. Similarly if seen from an individual's point of view, people have aspirations, they want to develop and in order to learn and use new abilities, people need appropriate opportunities, resources, and conditions. Therefore, to meet people's aspirations, the organization must provide effective and attractive learning resources and conditions. And it is also important to see that there is a suitable match between achieving organizational goals and providing attractive learning opportunities.

. A training manager identifies competency gaps from the performance management.

Competency is a capacity of an individual that leads to the behavior which meets the job demands within the parameters of the organizational environment and in turn brings about desired results.The competency mix comprises Knowledge, skills and attitude.

An analysis of the definition reveals that :

Competencies are the characteristics of a manager. Competencies leads the demonstration of skills and abilities. So, it should be demonstrated and

hence must be observable. Competency refers to behaviour differentiating success from merely doing the job . Competency also embodies the capacity to transfer skills and abilities from one area to another.

There are five types of competencies. They are:

1.Motives

2.Traits

3.Self-concept

4.Knowledge

5.Skill

The functional competencies for a training manager:

Identifying competency gaps from the performance management process. Identifying individual competency strengths aligned to organization competencies. Scanning the environment for technology shifts/business area. Assimilating organization strategy /business focus area. Identifying performance gaps/expectations with respect to personnel in key positions.

Clustering

Clustering the competencies together and formulating competence development areas.

Competence Development

Designing the process of perception expansion or competency. Designing the process of simulated and live application/competency. Designing the appropriate feed forward and feedback process/competency.

Organizing

Developing a database of programmes and expert trainers/competency. Scanning the environment and identifying all places for conducting the competence

development programme. Doing a cost benefit analysis.

Pre-training

Facilitating the identification of learning objectives. Identifying competence maturity levels/competence development area.

Training Follow-up and Assessment

Administering a certification process which assesses the participants with respect to level of competence/competency.

Designing a programme feedback form, which triggers assessment of programme effectiveness on the basis of competencies developed and the level of development and the level of development.

Business

Mapping the key business/work processes in the organization. Identifying and classifying the key competencies/ business process/ key positions. Identifying the competencies that have a direct impact on business performance. Designing competence development programs for the competencies that have a direct impact

on business performance.

E-Learning

Assimilating e-learning technology . Designing e- learning modules with respect to each stage of competence development.

Mentoring

Designing and deploying a mentoring process to enable learning in the real business environment by observation and analysis of mentor by mentee and interaction between them.

On the Job Training

Deployoing on the job training which is aligned to competence development process.

Facilitation:

Facilitation the competence development process with respect to all competence development programmes

Competency model for Guest Relation Officer at Front Office.

I Personality1. Efficient

communicatorThey should be pleasant, soft spoken, and have good communicating skills.

2. Active listener Listening goes hand in hand with communication as it is a two way process.

3. Creative thinker Creativity is a skill of a GRO. GROs are the face of the hospital. They should be able to devise ways and means to please and attract customers.

4. Discipline GRO’s should be very polite, well behaved to the customers and should maintain discipline.

II Ability1. Customer focus They should have the ability to focus on discovering and

meeting the needs of the customer and attempt to respond to customer queries.

2. Emotional stability GRO’s should have the ability to work under pressure and control their emotions.

3. Problem solving They should have the capacity to understand and interpret the problem to the customer and find ways to solve these.

4. Managing change Ability to demonstrate support for innovation and organization changes.

5. Willingness to learn Ability to grasp the essence of new information

III Knowledge

1. Job knowledge Ability to gain and absorb knowledge about the procedures of the hospital such as registration procedure, names of different department doctors, doctor’s specialties, common symptoms etc.

2. Customer handling GRO’s should have the knowledge of handling customers especially the irate customers.

3. Computer knowledge GRO’s must have the basic knowledge of computer operation.

IV

Skills

1. Group facilitation skills

Ability to effectively guide a group through an appropriate process to help them achieve their desired outcome

2. Team building skills Ability to clarify and establish with a group, roles and responsibilities, common goals and plans to achieve them.

3. Conflict management The ability to interface when other employees and customers have issues with one another and to mediate.

4. Interpersonal skill Ability to consider and respond appropriately to the needs, feelings and capabilities of different situations.

5. Presentation skill They should have good presentation and communication skill so that the customer understands easily.

Types of training conducted in International Hospital for Guest Relation Officers

Title Training objective Duration

NABH requirements To make the participants about requirements of NABH Standards

2 hours

Building effective interpersonal skills Interpersonal skill building 5 hours

Managing change Managing change 5 hours

Induction programme To introduce fresh recruits to hospital’s facilities, services, rules and work culture.

2 hours

Patients rights and education Awareness of patient right in the hospital 2 hours

Use of Fire extinguisher Methods of using the extinguishers 2 hours

Statutory and regulatory requirement Introduction on licenses, acts approvals, etc 2 hours

Training module for a Guest relation officer in Hospital:

Topic 1: Telephone Etiquette

Objective:

At the end of the programme the participant should be able to apply the telephone effectively and efficiently.

Participant profile:

1. Fresh Guest relation officers.

2. Experienced Guest relation officers.(Refresher programme)

Purpose: To make the GRO’s efficient in handling telephone.

Tips For Telephone Etiquette

1. First of all the GRO’s should speak clearly and are make a smiling face as they answer over the phone, it is also important to also identify themselves.

2. Before placing a caller on hold they should ask their permission first and thank them.

3. It is better to return a call than to keep someone on hold too long.

4. Do not forget to return the call as promised.

5. Do not permit the phone to ring into the office more than three times.

6. Always use a pleasant, congenial and friendly tone.

7. Never interrupt the person while he/she is talking to .

8. Never engage in an argument with a caller.

9. Do not handle an unhappy caller's concern openly at the check-in/check-out desk.

10.Do not make it a habit of receiving personal calls at work.

11.Do not answer the phone while eating or chewing gum.

12. Do not give the impression of rushness. It is better to return the call when they can give the person the time they need to handle the reason for their call.

13. Learn how to handle several callers simultaneously with ease and grace.

14. Return calls promptly that have been left on voice mail.

15. Always get the best number (and an alternate) and the best time to have a call returned to the caller, especially if a manager or another team member must return the call.

16. Always make collection calls in private and away from the patient flow or public areas.

17. If possible, provide a telephone for patients/customers. An area providing privacy is preferred.

18. When hanging up the phone, make sure the caller or person called hangs up first if the phone is slammed on the receiver. Otherwise, always hang up the phone, gently.

Topic 2 : Effective communication

Objective:

At the end of the programme the participant should be able to make communication effective.




Purpose: To make the GRO’s efficient in communicating with customers.

Tips to make the communication effective

1. Start with a solid foundation

2. Have a method or a system

3. Do more listening than talking

4. Don’t be afraid to ask questions

5. Be patient with the explanations

6. Explain reasons and thought processes

7. Give advice when needed.

8. Give advice when needed

9. Avoid jargon

10. Avoid assumptions

11. Use examples when possible

12. Make your communication count

13. Keep it professional.

Topic 3: Handling angry patient

Objective:

At the end of the programme the participant should be able to handle angry patient effectively and efficiently.




Purpose: To make the GRO’s efficient in handling angry patient

Tips to handle angry patient

1. Listen actively.

2. Allow the client to express their opinions.

3. Maintain personal integrity at all times.

4. Move into solution-mode .

5. Apologize when appropriate.

6. Offer to try to fix the problem

Topic 4 : Personal grooming

Objective:

At the end of the programme the participant should be able to apply the Tips for Personal grooming effectively and efficiently.




Purpose: To make the GRO’s aware how to groom

Tips for Personal grooming(Men)

1. Wear neat clothes, properly ironed, neat and polished shoes.2. Avoid wearing Jeans and T-Shirts.

3. Always keep hair neat and well combed.

4. Sober coloured shirts are preferred.

5. A clean shave is a must (Exception religion/ pilgrimage).

6. Keep face neatly washed and dry. An oily face will make the look tired

Personal grooming (Women)

1. Perfumes, Scents, and Odors in the Workplace:

Avoid wearing perfume and heavily-scented products in all business settings. Scents can trigger asthma, overpower a room, and are often more offensive than pleasing to others.

2. How to Present Professional Looking Fingernails and Hands:

Women often use their hands to talk with so they become a focal point. It is important to have hands and fingernails looking professional. Nails should be clean, and trimmed or sculpted. Avoid wearing unusual or shocking nail colors.

3. Hairstyling Tips

Always keep hair neat and well combed. Hair style should be conservative and preferably off the face. With few exceptions, hair color should not be shocking or unusual.

4. Appropriate Jewellery for Business Women:

Jewellery should not be noisy (no metal bangle bracelets), too large, or costume jewelry. Keep earrings small, simple

5. Avoid wearing bright coloured clothes:

Do not wear brigth and dazzling clothes. Light coloured Saree / Mekhela Chadar is preferred.

6. Wear neat and ironed clothes:

Wear neat clothes, properly ironed, neat and polished shoes.

7. Keep face neatly washed :

Always keep the neatly washed and dry. An oily face will make look tired

8. Business Makeup Advice:

Keep it simple and appropriate for daytime. Wearing no makeup at all is almost as bad as wearing too much makeup

Topic 5 : Developing Interpersonal Skills

Objective:

At the end of the programme the participant should be able to apply the interpersonal skills effectively and efficiently.




Purpose: To make the GRO’s develop their interpersonal skills.

Tips to develop interpersonal skills

1. The GRO’s should be polite, patient, friendly and effective at delivering information to the customer.

2. Flexible in changing schedules.

3. Sensitive to customer and staff needs.

4. Professional in representing their hospital.

5. Making able to work under pressure.

Topic 6: Problem Solving

Objective:

At the end of the programme the participant should be able to solve problem easily.




Purpose: To make the GRO’s efficient in solving problem

Tips to solve problem

1. Examine the schedule to determine if request can be met on reciept of customer request on short notice.

2. Must recheck paper work to find error in billing.

3. Search for the appropriate information within the office or contact outside for the information which is not ready.

4. Appointment must be re-scheduled to best fit staff and customer needs when it have been overlooked or customer have cancelled appointment on short notice.

Topic 7 : Decision Making

Objective:

At the end of the programme the participant should be able to take right decision.


1. Fresh Guest relation officers.2. Experienced Guest relation officers.(Refresher programme)

Purpose: To make the GRO’s efficient in taking decision.

Tips to make decision

1. Decide when to interrupt phone calls or put people on hold.

2. Decide which patient to serve first when over booking occurs or when there are numerous visitors requesting services at the same time.

3. Decide which counter to refer clients to and the length of time to schedule for appointment.

4. Decide the order in which they will carry out tasks.

Topic 8: Participation in supervisory or leadership activities

Objective:

At the end of the programme the participant should be able to take leadership.



Purpose: To make the GRO’s take active participation in leadership activities

Tips to participate in supervisory or leadership activities

1. Participate in formal discussions about work processes.

2. Taking opportunities to make suggestions in improving work processes.

3. Monitor the work performance of others.

4. Inform other workers or demonstrate to them how tasks are performed.

5. Deal with other employees grievances and complaints.

Topic 9: Self defense

Objective:

At the end of the programme the participant should be able to apply the tips to make them safe.



Purpose: To make the GRO’s safe at their work place

Tips for Self defense

1. Create some type of barrier or partition from the visitors in the reception desk.

2. Remove office objects that are potential weapons, like scissors, staplers, letter openers and keep them stored in drawers or cabinets.

3. Create documented procedures and methods to safely handle specific situations before they escalate into danger or tragic events.

4. Keep personal items secure in drawers or cabins. Items such as cell phone, brief case, keys, wallets as it may get lose.

5. Position the computer screen so that customers cannot see.

6. Equip the front desk with tools such as panic buttons, alarms.

Topic 10: Patient rights

Objective:

At the end of the programme the participant should be aware about the Patient rights.



Purpose: To make the GRO’s aware about the Patient rights.

Patient rights

1. Special preference, spiritual and cultural need

2. Respectful treatment, personal dignity and privacy

3. Physical abuse and neglect

4. Confidentiality

5. Refusal of treatment

6. Informed consent

PART-C

COMPANY PROFILE

INTERNATIONAL HOSPITAL, a premier healthcare service delivery organisation of North East India is centrally located in Guwahati city. It is a 200 bedded multi speciality hospital with emphasis in the field of renal, gastroenterology, medicine, paediatric and non invasive cardiac services .It is empanelled under central government health scheme.

Top Service Area

1. Nephrology Treatment2. Gastroenterology Treatment3. Urology Treatment

Various units

Medicine, Rheumatology & Pulmonary Medicine unitOrthopaedics unitO & G, Breast Clinic & Infertility Clinic unitCardiology, CTVS unitNeurology unitPaediatrics & Neonatology unitNephrology unitUrology unitDermatology unitGastroenterology unitE.N.T. DepartmentOphthalmology unit

Facilities provided by International Hospital:

Sl. No.Floor Name of Department office/ Facilities

1.Basement Security office/ Time office

Parking area for staff

Mortuary

Maintenance 2.Ground floor May I help you desk

Office of Manager-CR

Reception/Admission

Pharmacy

Emergency

Physiotherapy unit

TPA counter

O.T.

Waiting lobby

3. First Floor Information centre/ Customer care

Radiology & Imaging centre

OPD consultants’ Chamber

Pathology/Microbiology

Cardiology Unit

Neurology Unit

Dietetics

4.Second Floor A side Endoscopy, Dialysis, Dept. of Surgery

Gastroenterology Male/ Female Ward

General Semi Cabins/A.C. Cabins/

A.C. Semi Cabin/Staff Sick Room

Nephro General Ward

5.Second Floor B side A.C. Cabin/ A.C. General Ward/ Deluxe Cabins/A.C. Semi Cabin Day Care

6.ThirdFloor A Side NICU/PICU

Paediatric Ward

General Ward/General Cabins/A.C. Cabins7.Third Floor A Side General Ward Male/Female

General Cabins, Isolation Unit

Matron’s office

Department of Transfusion

Medicine

8.Fourth Floor B Side General Ward Male/Female

General Cabins, Isolation Unit

Matron’s Office

Department of Transfusion

Medicine

9.Fourth Floor A Side Deluxe Cabin/A.C. Cabin

Female Semi Cabin/Female General Ward

EPABX

Office of Manager House Keeping

Office of House Keeping Supervisor

10.Fifth Floor B Side Critical Care Unit,CATHLAB

Cardiac Ward Step Down CCU

O.T.

Pharmacy Outlet11.Sixth Floor Executive Director’s Office

Medical Superintendent’s Office

General Manager-Administration

SR. Consultant –HR

General Manager-Finance/Accounts

Manager I.D.

Manager B.M.E.

Board Room

Cash Counter/Billing Section

Medical Records Department

Central Store & Medical Store

Quality Cell

Systems Department

12.C.Block Ground Floor CT/MRI Unit

13.C.Block First Floor Canteen

SODEXO

Histopathology

Consultant’s Chamber13.C.Block 2nd Floor A.C.Male/Female General Ward

A.C.Cabin/A.C. Semi Cabin

Discharge Typing

14.C.Block 2nd Floor A.C. Male/Female General Ward

A.C. Cabin/A.C. Semi Cabin

15.C.Block 3rd floor Deluxe Cabin

Pharmacy outlet

Doctors available in International Hospital:

Dept. Nephrology

1. Dr. Tonmoy Das MD, DM (PGIMER)2. Dr. Mitul Bora MD.,DM(AIIMS)3. Dr. Sangeeta Choudhary MBBS,PGDHA4. Dr. Meena Rajbongshi, MBBS5. Dr. Leena Kalita, MBBS6. Dr. A.C. Neog, MBBS

Dept. of Medicine

1. Dr. Sadhan brata Das, MD, DNB 2. Dr. Himadri Sankar Borthakur, MD (VISITING)3. Dr. Nilom Khound, MD.4. Dr. Bhaskar jyoti kakoti, MBBS5. Dr. Jagadish Prasad Kakoti6. Dr. Roslin Loitong Bam Bora, MD (DIB)SRHD(AIIMS)

Dept. of Surgery

1. Dr. C. Chonzik MS(AIIMS)2. Dr. S.K Nath MS, FACS,FICS,MAMS.3. Dr. Arup kanti Deb, MS.4. Dr. Dipak Prasad Das, MS.5. Dr. Elbert Khiangte, MS.6. Dr. Ranju Hazarika MS,MCH7. Dr. Santanu Medhi MS.8. Dr. Partha Phukan MS.9. Dr. Birendra Nath Deka,MBBS.

10. Dr. Anil Kr. Baruah ,MS. Fiages

Dept. of Obstetrics & Gynaecology

1. Dr. Alaka Goswami MS.,FICOG2. Dr. Purabi Gogoi MD,DRCOG,FICOG3. Dr. P.N. Nobis MD4. Dr. Kamal Kr. Kathar DGO5. Dr. Iheule N. Khiangte DGO6. Dr. Maileng Tham DGO7. Dr. Deepa Baruah DGO8. Dr. Bhubaneshwari Deka, DGO9. Dr. Anupama Hajong, DGO

Dept of Paediatrics

1. Dr.Prakritish Bora MD, PGT2. Dr Amrit Lal Saha DCH, MD3. Dr. Rekha K. Borkotoky MD, PGT (PGIMER)4. Dr. Geetanjali Sahariah DCH5. Dr. Puja B. Baruah MD, PGT(RTIICS)6. Dr. Barnali Das DCH7. Dr. Sukanya Pathok DCH8. Dr. Soma Sarkar Dhar MBBS9. Dr. Nandita Patowary MBBS.

Dept of Gastroenterology

1. Dr. A. Kelkar MD, DM2. Dr. Kamal Chetri MD,DNB,DM(SGPGI)3. Dr. Partha Pratim Roy MBBS4. Dr. Arpita Hazarika MBBS5. Dr. Mukesh Agarwal, MD (MED)DNB(GASTRO)

Dept of Cardiology

1. Dr. Neil Bordoloi MD,DM2. Dr. Banjit Choudhary MD,FCSI3. Dr. Abdul Hasmat MBBS,PGDCC4. Dr. Nazrul Islam PGDCC5. Dr. Debanga Borah PGDCC

Dept. of Orthopaedics

1. Dr. Jayanta Madhav Saikia MS2. Dr. Mukesh Agarwala

Dept. of ENT

1. Dr. Gautam Khaund MS2. Dr. Pradip Kr. Deka DLO,MS3. Dr. Seemanta Kr.Medhi MS4. Dr. Bubul CH.Roy MS(AIIMS)

Dept. of Critical Care

1. Dr. Sibo Prasad Bhattacharjee MBBS2. Dr. Rakesh Periwal MD PGT (SGRH)3. Dr. Surendra Agarwal MD4. Dr. Deepom Sarma MD. IDCCM5. Dr. Swarup Ranjan DE MD. IDCCM(SGRH)

Dept. of Anaesthesia

1. Dr. Jayanti Chandra Das.DA,DNB2. Dr. Karabi Patowary Deka,DA3. Dr. Ajoy Kumar Deka,DA

Dept of Radiology

1. Dr. Suman Hazarika MD2. Dr. Hridayananda Goswami MD.3. Dr. Ranjan Baruah DMRD4. Dr. Nilu Dhoot MD,DNB,DMRD,DMRE5. Dr. Pradip Hatimota,MD

Dept. of Pathology

1. Dr. Anjan Jyoti Choudhary DCP,MD2. Dr. Indrajit Kalita MD3. Dr. Tridip Sarma DCP4. Dr. Papori Goswami MD

Dept. of Biochemistry

1. Dr. Mousumi Saikia MD

Dept. of Microbiology

1. Dr. Debajyoti Lahon MD2. Dr. Mahindra Sharma MD

Dept. of Neurology

1. Dr. Rana Patir MS MCH (AIIMS)(Visiting)2. Dr. Ridip Saikia MS.MCH

Dept. of Neurosurgery

1. Dr. Rana Patir MS,MCH(AIIMS) (Visiting)2. Dr. Ridip Saikia MS.MCH

Dept. of Urology

1. Dr. S.K Singhania MS,MCH2. Dr. Joy Narayan Chakraborty MS,FRS,DNB

Dept. of Dermatology

1. Dr. Mousumi Das Goswami MD2. Dr. Arun Agarwal MD

Dept. of CTVS

1. Dr. Ramananda Das MS, PGT

Dept. of Paediatrcs Cardiology

1. Dr. S.Radhakrishnan MBBS MD(MED) DM(CARDIO) (Visiting)

Dept. of Transfusion Medicine

1. Dr. D.N. Sharma DCP,MD2. Dr. Deepa Bhuyan DPB

Dept. of Psychaitry

1. Dr. Jayanta Das DPM,FIPS

2. Dr. Punyadhar Das MRCP,DPM

Dept. of Emergency & Casuality

1. Dr.Siddhartha Sankar Das MBBS2. Dr. Manas Pratim Das MBBS3. Dr. Himjyoti Kalita MBBS4. Dr. Akashi Deka MBBS

Dept. of Transplant Surgery(Urology)

1. Dr. Sarbeswar Sahariah MS,MAMS,FICS,FACS(Visiting)2. Dr. (Prof) Sandeep Guleria MBBS,MS(AIIMS)DNB,FRCS,ED.FRCS(Eng)

Dept. of Dietetics

1. Ms. Sameya Sultana MSC.(Food & nutrition)PGD in dietetics2. Ms. Sanghamitra Konwar MSC.(DFSM)CFN3. Ms. Himadri Kalita MSC(DFSM)CFN4. Ms. Sangeeta Sarkar MSC.(DFSM) CNCC

A few lines from history……

In the mid - nineties of the previous Century a few like-minded individuals germinated the idea of

setting up a Health Care Organization to make available a best of its class health care service

facility for the people of the North Eastern States of India. This led to incorporation of Assam

Hospitals Ltd. on the 14th Day of February 1997. All the promoters of Assam Hospitals Ltd. had a

trail blazing successful career in diverse professions. International Hospital was set under the aegis

of Assam Hospitals Ltd. and was formally inaugurated by late Surabala Bordoloi, noted freedom

fighter and wife of Bharat Ratna Gopinath Bordoloi, the first Chief Minister of Assam on 30th

May, 1999. The following words from the Promoters aptly reflect their vision about the Hospital:

International Hospital has been conceived as a splendid institution that will serve as a vehicle for

delivering excellent quality health care services at a price that will be considered affordable by all

economic segments of the local population.

‘Profit from excellence’ will ever remain the guiding philosophy of International Hospital.

The success story so far…..

Over the last decade of operation, the Hospital has earned a name and fame across the North

Eastern Region of the country in patient care especially in the disciplines of Nephrology,

Gastroenterology, Urology, and Pediatrics apart from other general specialties. Starting with 50

beds, within a span of 12 years, the Hospital has become 214 bedded Hospital. In 2010, the

Hospital developed the capability to conduct Kidney Transplantation in our Hospital. International

Hospital is empanelled by about 50 Corporate Houses and Third Party Agencies. The Corporate

Houses include Public Sector Undertakings, Government Departments, Banks & Financial

Institutions, Private Business Houses, and Educational Institutions. Hospital is also empanelled

under Central Government Health Services Scheme (CGHS).

Land mark events of International Hospital:

20th April, 1999 : Commencement of 1st phase of operation of the Hospital

30th May, 1999 : Formal inauguration of the Hospital by Late Surabala Bordoloi

Year 2000 – 2001 :

Important equipments like ERCP Endoscope, EEG Machine,

Ventilator, Treadmill with Spirometry procured

LAN Based integrated computerized hospital management system

installed

Year 2001 – 2002 :

12 Bedded State-of-the Art Intensive Therapy Unit (ITU)

commissioned

Separate General Wards for male and female patients created in

Departments of Nephrology, Gastroenterology.

Post-operative ward created to take care of complicated post-

operative cases

Bed strength increased from 91 to 115.

30th May 2002 :

Dr. Bhumidhar Barman, Honorable Health Minister, Government

of Assam formally launched the Hospital website

www.internationalhosp.com.

Year 2003 - 2004 :

State – of – the – Art Dual Slice Helical CT Scan machine, 2 Nos.

of Advanced Haemodialysis machines, Advanced Biochemistry

Analyzer, Arterial Blood Gas Analyzer, Capnometer, Pneumatic

Drill Set and 2 Nos. of State – of – the – Art Ventilators installed.

Year 2004 – 2005 : Commissioning of Pediatric Intensive Care Unit (PICU) and

Neonatal Intensive Care Unit (NICU) with State – of – the – Art

facilities including ventilators, multi-parameter monitors, Infusion

Pumps, Central gas Supply, Phototherapy Units and Radiant

Warmer

Year 2005 – 2006 :

Commissioning of 4 Nos. of Siemens Ventilators for ICU, 2 Nos. of

C – Arms, and 1 No. of ERCP machine

Service capability of Pathology Department enhanced

Effluent Treatment Plant and Incinerator commissioned.

Year 2006 – 2007 :

International Hospital awarded ISO 9001 quality management

system certification from Bureau Veritas Certification (India) Pvt.

Ltd.

Year 2009 – 2010 :

School of Nursing became operational

Awarded Business World – YES Bank “Best SME” of the

Northeast for 2009-2010.

28.07.2010 :

Maiden Kidney Transplant programme with successful kidney

transplant on 5 patients by a Surgeon’s team headed by Dr. S.

Sahariah, MS, MAMS, FICS, FACS, Chief Transplant Surgeon of

Krishna Institute of Medical Sciences, Hyderabad.

Year 2010 - 2011 :

Capability of Imaging & Diagnostic Centre enhanced – MRI

equipment installed

Block – C commissioned adding 17600 sq. ft. of floor space and 40

beds; total bed strength increased to 214.

Awarded “NEDFi Entrepreneurial Excellence Award, 2010” for

Outstanding Performance and Dedication with a certificate of

Recognition for Excellence in Enterprise Creation.

THE INFRASTRUCTURE:

Total number of beds 214

Distribution of beds:

Department Number Department Number

Emergency 5 Isolation ward 6

Gastro General Ward

(M)

8 Gastro General Ward

(F)

8

Nephro General Ward 6 A.C Nephro Gen.

Ward (M)

7

A.C Nephro General

Ward (F)

4 AC Medicine Gen.

Ward (F)

11

Cardiac ward 6 Pediatric ward 8

NICU 7 PICU 6

ICU 14 Step Down ICU 5

Staff sick room 2 Day care 1

General Ward 4 General Ward (F) 17

General Ward (M) 16 A.C. General Ward 6

General semi-cabin 6 Semi cabin (F) 4

General cabin 8 A.C. semi-cabin 14

A.C. cabins 11 Deluxe cabin 24

Total floor space:

The hospital has been divided into 3 Blocks, viz., A, B and C. The respective

Floor spaces are: Block: A – 80000 sq. ft.; Block: B – 175000 sq. ft

distributed in 7 Floors; and Block: C – 17600 sq. ft. distributed in 4 Floors;

Out patient Consultation Departments

Cardiology,

CTVS

Dermatology Dietetics E.N.T

Gastroenterology Medicine & Rheumatology

Nephrology Neurology

O&G, Breast Clinic and Infertility Clinic Ophthalmology

VISION

To become a 300 bedded Tertiary Care Hospital recognized as the most preferred Institution in the

North Eastern Region for Health Care Services, Vocational Training and Employment.

MISSION

Our mission is to provide high quality health care services to our valuable customers and to be

profitable in the process. We are also committed to achieve excellence, earn respect, and prove

integrity in all aspects of our operations and our professional and business conduct. We strive to

reflect the highest ethical standards in our relationship with customers, suppliers, and employees,

Government, Financial Institutions, Shareholders and Society at large.

QUALITY POLICY

We at International Hospital are committed to provide patient friendly, effective, efficient and

ethical health care services at competitive price.

We shall strive to better our services through measurement of our processes, service outcome,

continuing education and application of analytical mind.

We believe in profit through excellence.

We must always be conscious that human lives depend on every action of us.

SAFETY, HEALTH & ENVIRONMENT POLICY

International Hospital is committed to be a responsible and knowledge based competitive Health

Care Organization with high concern for preservation of Environment, safe work practices and

enrichment of quality of life of employees and other interested parties.

“We at International Hospital strongly believe that Safety, Health & Environment Management

performances are integral part of our business and accordingly consider the same as a part of our

corporate objective.”

In pursuance of the above policy IH shall –

Ensure safe & sound working environment across our organization;

Comply with all Rules & Regulations on Safety, Occupational Health and Environment

protection stipulated by Regulatory Authorities;

Continuously work towards mitigation of significant environmental impacts and unacceptable

risks, if any, of our operations;

Prevent incidents and accidents, remained trained, equipped and ready for effective & prompt

response to emergencies including disasters & accidents;

Promote resource conservation;

Prevent occupational diseases and accord due concern for the employees’ health;

Remain committed for continual improvement of our safety and environmental management system.

ORGANOGRAM

Top managment

CHAPTER-2

RESEARCH METHODOLOGY

TITLE OF THE STUDY

Training need identification of Front office staff and design of training module.

STATEMENT OF THE PROBLEM

Frequent occurrence of customer complaints and process errors due to inadequate competency of Guest relation officers.

OBJECTIVES OF THE STUDY:

PRIMARY OBJECTIVE

To identify the training need and develop a training module for the front office staff.

SECONDARY OBJECTIVE

To identify the job profile of customer Guest relation officer(GRO) at Reception desk, Registration desk, Customer care desk, Pathology and Radiology counters.

To identify the knowledge and skill requirement of the GRO’s in dealing with customers to satisfy their various needs.

To design and develop a training module to enhance the competency of the GRO’s.

SCOPE OF THE STUDY

The scope of the project is defined by the objectives of the project itself. This project was undertaken in order to identify the training need and design a training module for the front office staff of International Hospital.

LIMITATION OF THE STUDY

The duration of 2 months is short to make a comprehensive and exhaustive analysis on training need identification and design a training module for the front office staff.

Lack of interest and busy schedule of the GRO’s also hampered the progress of the study. The survey was restricted to 50 respondents only.

RESEARCH PLAN

At the prior stage, an extensive research was undertaken to gain insight into the general nature of the research problems and objectives. The possible decision, alternative and the relevant variables that need to be considered while designing the questionnaires are:

RESEARCH DESIGN:

Along the lines of the descriptive research objectives were refined and the questionnaire, a

survey was conducted among the organization.

SOURCES OF DATA:

Both primary and secondary data were used for the study. the secondary data was collected from various books and websites. Primary data was collected from the Guest relation officers(GRO’s) at the front offices of International Hospital.

DATA COLLECTION METHOD:

The primary data was collected by questionnaire.

SAMPLE SIZE:

The sample survey for this survey was 50.

SAMPLING PROCEDURE:

The sampling procedure used for the study was convenient sampling

SAMPLING UNIT:

International Hospital.

METHOD OF CONTACT:

All GRO’s approached with the questionnaires.

RESEARCH APPROACH AND RESEARCH INSTRUMENT

The primary data collected for the study has been done with the help of a survey conducted through the instrument of questionnaire.

QUESTIONNAIRE FOR THE STUDY

The questionnaire has been prepared keeping in mind the objectives of the study. Each question in the questionnaire helps in one or the other ways in achieving the objectives. The questionnaire contains both open and close-ended questions. A copy of the questionnaire is included in the annexure of the report.

ANALYSIS TECHNIQUE

The data has been presented with the graphical method like pie-charts, bar diagram, etc. for convenience in understanding the results and their interpretations.

CHAPTER-3

DATA ANALYSIS AND INTERPRETATION

1.Reaction of a guest relation officer (GRO) when a dissatisfied patient expresses his anger(Refer to Q. No.1 of the questionnaire)

TABLE NO.1- Reaction of a GRO while dealing with angry patient

Particulars No. of respondent PercentageAlways calm and tries to solve his or her grievance

9 18%

Sometimes retaliate with anger 32 64%Ask the party to meet superiors 5 10%Always become defensive 4 8%Total respondents 50 100%

Analysis

From the above table it can be interpreted that 18% guest relation officer remains always calm and tries to solve his or her grievance, 64% sometimes retaliate with anger, 10% ask the party to meet superiors, 8% always become defensive.

FIGURE NO.1 - Reaction of a GRO while dealing with angry patient

Alway

s calm

and tr

ies to

solv

e his

or her

griev

ance

Som

etim

es re

taliat

e with

ange

r

Ask th

e par

ty to

mee

t super

iors

Alway

s bec

ome d

efensiv

e0%

20%

40%

60%

18%

64%

10% 8%

Series1

Interpretation:

With reference to table no.1 and figure no.1 it can be analyzed that majority of the GRO’s retaliate with anger while dealing with angry patient.

2. No. of neurosurgeon present in the hospital

TABLE NO.2- No. of Neurosurgeon in the hospital

No. of neurosurgeon No. of respondent Percentage 1 2 4% 3 5 10% 2 41 82%Do not know 2 4%Total Respondents 50 100%

Analysis:

From the above table it can be interpreted that according to 4% GRO no. of neurosurgeon in hospital is1, 10% GRO no. of neurosurgeon in hospital is 3, 82% GRO no. of neurosurgeon in hospital is 2, 4% GRO do not know about the no. of neurosurgeons.

FIGURE NO.2- No. of neurosurgeon in the hospital

1 3 2 Do not know

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

4%10%

82%

4%

Series1

Interpretation:

With reference to table no.1 and figure no.1 it can be analyzed that majority of the GRO’s are aware about the no. of neurosurgeons present in the hospital.

3. The Doctor that should be referred when a patient reports with severe headache-

TABLE NO.3: When a patient reports with severe headache then the doctor that should be referred -

Particulars No. of respondent PercentageTo the doctor patient/patient party asks for

1 2%

Doctor in Emergency department 46 92%a or b as applicable 3 6%Neurology 0 0Total respondents 50 100%

Analysis:

From the above table it can be interpreted that when a patient reports with severe headache then the doctor that should be referred is- according to 2% to the doctor patient/patient party asks for, Doctor in Emergency department 92%, a or b as applicable 6% and Neurology 0.

FIGURE NO.3: When a patient reports with severe headache then the doctor that should be referred is-

To the d

octor p

atien

t/pati

ent p

arty

asks f

or

Doctor i

n Emer

gency

depar

tmen

t

a or b

as ap

plicab

le

Neuro

logy

0%10%20%30%40%50%60%70%80%90%

100%

2%

92%

6%0%

Percentage

Percentage

Interpretation:

With reference to table no.3 and figure no.3 it can be analyzed that majority of the GRO’s are aware about the doctor that should be referred when a patient reports with severe headache

4. Timing of Dr. K.R. Sharma is-

TABLE NO.3: Timing of Dr. K.R. Sharma

Particulars No. of respondent

Percentage

Could answer 35 70%Could not answer 15 30%Total respondents 50 100%

Analysis:

From the above table it can be interpreted that 70% Could answer and 30% Could not answer about the timing of Dr. K.R. Sharma.

FIGURE NO.4- Timing of Dr. K.R. Sharma is

70%

30%

Percentage

Could answerCould not answer

Interpretation:

With reference to table no.1 and figure no.1 it can be analyzed that majority of the GRO’s knows about the timing of Dr. K.R. Sharma.

5. The discharge procedure of the hospital is-

TABLE NO.5: Discharge procedure of the hospital


Percentage

Could answer 44 88%Could not answer 6 12%Total respondents 50 100%

Analysis:

From the above table it can be interpreted that 88% Could answer and 12% Could not answer

about the discharge procedure of the hospital.

FIGURE NO.5: Discharge procedure of the hospital

Could answer

Could not answer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Percentage

Percentage

Interpretation:

With reference to table no.1 and figure no.1 it can be analyzed that majority of the GRO’s knows about the discharge procedure of the hospital.

6. When a serious patient arrives but bed is not available, a GRO handles the situation in the following ways:

TABLE NO. 6: A GRO handles the situation when a serious patient arrives but bed is not available-

Particulars No. of respondent PercentageAdvice the patient party to go to another hospital

1 2%

Advice ICU/Housekeeping to arrange extra bed

3 6%

Contact Medical Superintendent/ Executive Director for advice

45 90%

Do not know 1 2%Total respondents 50 100%

Interpretation

From the above table it can be interpreted that when a serious patient arrives but bed is not available then 2% GRO’s advice the patient party to go to another hospital, 6% advice ICU/Housekeeping to arrange extra bed, 90% contact Medical Superintendent/ Executive Director for advice, 2% do not know what to do.

FIGURE 6- When a serious patient arrives but bed is not available, a GRO handles the situation in the following ways

0%

20%

40%

60%

80%

2% 6%

90%

2%

Percentage

Percentage

Interpretation:

With reference to table no.1 and figure no.1 it can be analyzed that majority of the GRO’s knows to handles the situation when a serious patient arrives but bed is not available.

7. Participation of GRO’s in formal discussions in work process.

Table no. 7- Participation of GRO’s in formal discussions

Particulars No. of respondent Percentage More frequently 7 14%

Frequently 8 16%

Sometimes 27 54% Never 8 16%

Total respondents 50 100%

Analysis:

From the above table it can be interpreted that 14% participates more frequently, 16% participates frequently, 54% participates Sometimes and 16% never participates in formal discussions.

FIGURE NO.7: Participation of GRO’s in formal discussions

More frequently Frequently Sometimes Never0%

10%

20%

30%

40%

50%

60%

14%16%

54%

16%

Percentage

Percentage

Interpretation:

With reference to table no.7 and figure no.7 it can be analyzed that majority of the GRO’s do not take active part in formal discussions. They do not possess good leadership quality.

8. If a patient party asks for an extra attendance card then the GRO’s responds in the following ways:

TABLE NO.8: If a patient party asks for an extra attendance card then the GRO’s responds in the following ways

Particulars No. of respondent PercentageRefuse 3 6%Immediately provide 2 4%Ask the party to obtain consent from the treating Consultant/Medical Superintendent

42 84%

Ask the party to meet Administration Department

3 6%


Analysis:

From the above table it can be interpreted that If a patient party asks for an extra attendance card then 6% refuses to provide, 4% Immediately provide, 84% ask the party to obtain consent from the treating Consultant/Medical Superintendent, 6% ask the party to meet Administration Department.

FIGURE 8 -If a patient party asks for an extra attendance card then the GRO’s responds in the following ways:

Refuse

Immediately provide

Ask the party to obtain consent from the treating Consultant/Medical Superintendent

Ask the party to meet Administration Department

0% 20% 40% 60% 80% 100%

6%

4%

84%

6%

Percentage

Percentage

Interpretation:

With reference to table no.1 and figure no.1 it can be analyzed that majority of the GRO’s are aware where to consult if a patient party asks for an extra attendance card

9. The speciality about cabin no. 501 is-

TABLE NO.9: The speciality about cabin no. 501

Particulars No. of respondent PercentageIt is a Super Deluxe cabin 1 2%Cabin is only for VVIPs 3 6%Allotment of the cabin is at the discretion of the Executive Director

45 90%

Cabin is for infectious patients 1 2%Total respondents 50 100%

Analysis:

From the above table it can be interpreted that the speciality about cabin no. 501 is a Super Deluxe cabin for 2%, Cabin is only for VVIPs for 6%, Allotment of the cabin is at the discretion of the Executive Director for 90%, and Cabin is for infectious patients for 2%.

FIGURE 9- The speciality about cabin no. 501

0%

20%

40%

60%

80%

2% 6%

90%

2%

Percentage

Percentage

Interpretation:

With reference to table no.9 and figure no.9 it can be analyzed that majority of the GRO’s has knowledge about the cabins available in the hospital.

10. The validity of a registration card is -

TABLE NO. 10: validity of a registration card

Particulars No. of respondent Percentage3 months 0 0Life time 47 94%1 year 3 6%Do not know 0 0Total respondents

50 100%

Analysis:

From the above table it can be interpreted that the validity of a registration card is Life time for 94%, 1 year for 6%.

FIGURE 10- The validity of a registration card is-

3 months Life time 1 year Do not know0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Percentage

Percentage

Interpretation:

With reference to table no.10 and figure no.10 it can be analyzed that majority of the GRO’s are aware about the validity of a registration card.

11. The ENT Doctors available in the hospital are-

TABLE NO. 11: ENT Doctors available in the hospital

Particulars No. of respondent PercentageCould answer 33 66%Could not answer 17 34%Total respondents 50 100%

Analysis:

From the above table it can be interpreted that 66% Could answer and 34% Could not answer about the ENT Doctors available in the hospital.

FIGURE NO.11: ENT Doctors available in the hospital

66%

34%

Percentage

Could answerCould not answer

Interpretation:

With reference to table no.11 and figure no.11 it can be analyzed that majority of the GRO’s have knowledge regarding the departments of the Doctors.

12.The preparatory requirement for upper/ lower abdomen sonography is :

TABLE NO.12: Preparatory requirement for upper/ lower abdomen sonography

Particulars No. of respondent PercentageAlways empty stomach 5 10%Always bladder full 3 6%Always empty stomach but bladder full

1 2%

Depends upon investigations prescribed

41 82%


Analysis:

From the above table it can be interpreted that the preparatory requirement for upper/ lower abdomen sonography is always empty stomach for 10%, always bladder full for 6%, always empty stomach but bladder full for 2%, depends upon investigations prescribed for 82%.

FIGURE NO.12: Preparatory requirement for upper/ lower abdomen sonography

Always empty stomach

Always bladder full Always empty stomach but bladder

full

Depends upon investigations

prescribed

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

10%6%

2%

82%

Percentage

Percentage

Interpretation:

With reference to table no.12 and figure no.12 it can be analyzed that majority of the GRO’s has knowledge about the preparatory requirement for upper/ lower abdomen sonography

13. The qualifying criteria for upper/lower abdomen sonography is-

TABLE NO.13: Qualifying criteria for upper/lower abdomen sonography

Particulars No. of respondent PercentageIs the doctor’s prescription available?

6 12%

Is he/she being fitted with any implants like Pacemaker?

2 4%

Does he/she meet the pre-test requirements?

3 6%

All of the above 39 78%Total respondents 50 100%

Analysis:

From the above table it can be interpreted that the qualifying criteria for upper/lower abdomen sonography for 12% is Is the doctor’s prescription available?, for 4% Is he/she being fitted with any implants like Pacemaker, for 6% Does he/she meet the pre-test requirements and for 78% all of the above.

FIGURE 13- The qualifying criteria for upper/lower abdomen sonography is-

Is th

e docto

r’s pre

scrip

tion av

ailab

le?

Is he/

she b

eing f

itted

with

any im

plants

like P

acem

aker

?

Does he/

she m

eet t

he pre

-test

require

men

ts?

All of t

he above

0%10%20%30%40%50%60%70%80%

12%4% 6%

78%

Percentage

Percentage

Interpretation:

With reference to table no.12 and figure no.12 it can be analyzed that majority of the GRO’s are aware about the qualifying criteria for upper/lower abdomen sonography.

14. Among the following the one that is not a Patient right is-

TABLE NO.14: Among the following the one that is not a Patient right

Particulars No. of respondent PercentageTo obtain a second opinion about treatment prescribed

23 46%

Request for discharge although treatment not complete

4 8%

Refusal to pay bill on the ground of economic status

14 28%

None of the above 9 18%Total respondents 50 100%

Analysis:

From the above table it can be interpreted that for 46% To obtain a second opinion about treatment prescribed is not a Patient right. Similarly for 8% request for discharge although treatment not complete, for 28% Refusal to pay bill on the ground of economic status is not a Patient right and for 18% all are the patient rights.

FIGURE 14 - Among the following the one that is not a Patient right is-

To obtain a

seco

nd opinio

n about t

reatm

ent p

resc

ribed

Reques

t for d

ischar

ge al

though

trea

tmen

t not c

omplet

e

Refusa

l to pay

bill on th

e gro

und of eco

nomic

statu

s

None of t

he above

0%

10%

20%

30%

40%

50%46%

8%

28%

18%

Percentage

Percentage

Interpretation:

With reference to table no.14 and figure no.14 it can be analyzed that majority of the GRO’s are not aware about the patient rights.

PART B: On internal administrative matters

15. The grace period for attendance at arrival is:

TABLE NO.15: Grace period for attendance at arrival


Percentage

None 0 0%5 minutes 43 86%15 minutes 5 10%5 minutes for 3 consecutive days 2 4%Total respondents 50 100%

Analysis:

From the above table it can be interpreted that for 86% 5 minutes, for 10% 15 minutes, for 4% 5 minutes for 3 consecutive days.

FIGURE 15 -The grace period for attendance at arrival is:

None 5 minutes 15 minutes 5 minutes for 3 consecutive days

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

0%

86%

10%4%

Percentage

Percentage

Interpretation:

With reference to table no.15 and figure no.15 it can be analyzed that majority of the GRO’s are aware about the grace period for attendance.

16. No. of days provided for PL and CL in a year –

TABLE NO.16: No. of days provided for PL and CL in a year


Percentage

10 (PL) and 10 (CL) 1 2%15 (PL) and 10 (CL) 2 4%12 (PL) and 10 (CL) 0 0%20 (PL) and 10 (CL) 47 94%Total respondents 50 100%

Analysis:

From the above table it can be interpreted that for 2% No. of days provided for PL and CL in a year is 10 (PL) and 10 (CL). Similarly for 4% and 94% no. of days provided for PL and CL in a year are 15 (PL) and 10 (CL) and 20 (PL) and 10 (CL) days.

FIGURE 16- No. of days provided for PL and CL in a year

10 (PL) and 10 (CL)

15 (PL) and 10 (CL)

12 (PL) and 10 (CL)

20 (PL) and 10 (CL)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

2%

4%

0%

94%

Percentage

Percentage

Interpretation:

With reference to table no.16 and figure no.16 it can be analyzed that majority of the GRO’s are aware about the no. of days provided for PL and CL in a year.

17. Meaning of code brown is-

TABLE NO.17: Meaning of code brown


Percentage

It is a code for cardiac emergency

3 6%

It is a code for fire emergency 41 82%It is a code for child abduction 1 2%It is a code for calling an emergency doctor

5 10%


Analysis:

From the above table it can be interpreted that meaning of code brown is a code for cardiac emergency for 6%, code for fire emergency for 82%, code for child abduction for 2% and code for calling an emergency doctor for 10%.

FIGURE 17 - Meaning of code brown is

It is

a code f

or car

diac em

erge

ncy

It is

a code f

or fire

emer

gency

It is

a code f

or child

abducti

on

It is

a code f

or call

ing a

n emer

gency

doctor

0%10%20%30%40%50%60%70%80%90%

6%

82%

2%10%

Percentage

Percentage

Interpretation:

With reference to table no.17 and figure no.17 it can be analyzed that majority of the GRO’s are aware about the meaning of code brown.

18. The requirement for grant of sick/medical leave –

TABLE NO.18: Requirement for grant of sick/medical leave

Particulars No. of respondent PercentageWhen no other leave is available, apply for sick leave

0 0%

Apply with medical certificate from any doctor of the hospital

4 8%

Application forwarded by Medical Superintendent

3 6%

Application along with medical certificate signed by Medical Superintendent/Addl Medical Supdt./ Treating doctor

43 86%


Analysis:

From the above table it can be interpreted that the requirement for grant of sick/medical leave is when no other leave is available, apply for sick leave for none, Apply with medical certificate from any doctor of the hospital for 8%, Application forwarded by Medical Superintendent for 6%, Application along with medical certificate signed by Medical Superintendent/Addl Medical Supdt./ Treating doctor for 86%.

FIGURE 18. The requirement for grant of sick/medical leave is-

0%

20%

40%

60%

80%

0%8% 6%

86%

Percentage

Percentage

Interpretation:

With reference to table no.18 and figure no.18 it can be analyzed that majority of the GRO’s are aware about the requirement for grant of sick/medical leave.

19. Among the following the one that is not an employee right is-

TABLE NO.19: Among the following the one that is not an employee right

Particulars No. of respondent PercentageTo question about denial of increment

5 10%

To avail leave 42 84%Both a & b 2 4%None of the above 1 2%Total respondents 50% 100%

Analysis:

From the above table it can be interpreted that among the following the one that is not an employee right is to question about denial of increment for 10%, to avail leave for 84%, both a & b for 4%, and none of the above for 2%.

FIGURE 19 - Among the following the one that is not an employee right is:

To question about denial of increment

To avail leave Both a & b None of the above0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

10%

84%

4% 2%

Percentage

Percentage

Interpretation:

With reference to table no.19 and figure no.19 it can be analyzed that majority of the GRO’s are aware about the employee rights.

20. If a female employee is aggrieved by action(s) of male employee the administrative policy applicable is-

TABLE NO.20: The administrative policy applicable if a female employee is aggrieved by action(s) of male employee

Particulars No. of respondent PercentagePrevention of sexual harassment policy

5 10%

Grievance handling policy 1 2%Disciplinary policy 2 4%Either a or b depending upon nature of complaint

42 84%


Analysis:

From the above table it can be interpreted that if a female employee is aggrieved by action(s) of male employee the administrative policy applicable is Prevention of sexual harassment policy for 10%, Grievance handling policy for 2%, Disciplinary policy for 4% and Either a or b depending upon nature of complaint for 84%.

FIGURE NO. 20 - If a female employee is aggrieved by action(s) of male employee the administrative policy applicable is-

0%20%40%60%80%

10% 2% 4%

84%

Percentage

Percentage

Interpretation:

With reference to table no.20 and figure no.20 it can be analyzed that majority of the GRO’s are aware about the application of administrative policy.

CHAPTER -4 SUMMARY OF FINDINGS

MAJOR FINDINGS

1. 64% GRO’s retaliate with anger while dealing with angry patient.

2. 82% GRO’s are aware about the no. of neurosurgeons present in the hospital and 92% are aware about the Doctors they should refer for patient with severe headache.

3. 70% GRO’s could say about the timing of Dr. K.R. Sharma and 88% could say about the discharge procedure of the hospital.

4. 90% GRO’s knows to handle a situation when a serious patient arrives but bed is not available in the hospital and 84% are aware whom to consult if a patient party asks for an extra attendance card.

5. Only 14% GRO’s participates more frequently and 16% participates frequently in formal discussions.

6. 90% GRO’s are aware about the speciality of cabin no. 501 and 94% are aware about the validity of the registration card.

7. Only 66% GRO’s could say the names of the ENT doctors available in the hospital and only 28% could find out that refusal to pay bills on the ground of economic status is not a patient right.

8. 82% GRO’s are aware about the preparatory requirement for upper/lower abdomen sonography and 78% are aware about the qualifying criteria of upper /lower abdomen sonography.

9. Majority of the GRO’s are aware about the internal administrative matters such as grace period for attendance at arrival, no. of days provided for PL and CL in a year, meaning of code brown, etc.

CHAPTER- 5

SUGGESTIONS & CONCLUSIONS

SUGGESTIONS

1. Majority of the GRO’s retaliate with anger while dealing with irate customer. So, they should be provided with appropriate training programme to develop their interpersonal skills and customer handling skills.

2. Only 14% GRO’s participates more frequently and 16% participates frequently in formal discussions. So, they should be taught when, where and how to take leadership through a training programme.

3. 30% GRO’s could not say about the timing of Dr. K.R. Sharma and 44% are still not aware about the names of ENT Doctors available in the hospital. So, the schedule of doctors timing and the schedule of doctors names along with their department should be kept in the every front offices.

4. Only 28% could find out that refusal to pay bills on the ground of economic status is not a patient right. So, they should be taught about the patient rights to remove misunderstanding between the patients and them.

5. Besides conducting training programmes to develop interpersonal skills, leadership activities, to know patient rights. They should also be given training on telephone etiquettes, effective communication, personal grooming, problem solving, decision making, self defense and administrative or clerical procedure to carry on their work most effectively and efficiently as a GRO.

CONCLUSION

The GRO’s of International Hospital are quite expert in their work. They are good at administrative and clerical procedure of work and also are aware about the internal administrative matter. Yet they lack some qualities like leadership, interpersonal skills, etiquettes to talk over phone and are less cared about their self defense.

From this project itself, it is seen that the GRO’s require some training programme to improve themselves and work as an efficient GRO. I hope that the modules which I have designed to improve their qualities will help them to a certain extent.

APPENDICES

QUESTIONNAIRE

Dear Sir/Madam,

This questionnaire has been prepared solely for the purpose of serving academic interest only. The questionnaire shall provide information for the preparation of a project study titled “Training need identification of front office staff and design of training module”.

The information hence collected will be used nowhere else other than this project and the information shall be considered as confidential.

(Project period: 2nd January to 28th February)

Thanking you Bondita chetia

Student of MBA Progarmme IV SemesterNorth Eastern Regional Institute of Management

SECTION-IGeneral Information

Name:

Age: Gender: [ ] Male [ ] Female

Job:

SECTION-IIPart A- On Customer care:

1. When a dissatisfied/angry patient/patient party expresses with anger how do you react?a. Always calm and tries to solve his/her

grievanceb. Sometimes retaliate with anger

c. Ask the party to meet superiors d. Always become defensive

2. How many Neurosurgeons are there in this hospital?a. 1 b. 3c. 2 d. Do not know

3. When a patient reports with severe headache which doctor would refer to?a. To the doctor patient/patient party asks b. Doctor in Emergency department

forc. a or b as applicable d. Neurology

4. What is the OPD timing of Dr. K.R.Sharma? _________________

5. What is the discharge procedure in this hospital?a. Could answer b. Could not answer

6. How would you deal a situation when bed is not available, but a serious patient arrives?

a. Advice the patient party to go to another hospital

b. Advice ICU/Housekeeping to arrange extra bed

c. Contact Medical Superintendent/ Executive Director for advice

d. Do not know

7. How frequently do you participate in formal discussions in work process?

a. More frequently b. Frequently

c. Sometimes d. Never

8. What would you do if a patient party asks for an extra attendance card? a. Refuse b. Immediately providec. Ask the party to obtain consent from

the treating Consultant/Medical Superintendent

d. Ask the party to meet Administration Department.

9. What is special about cabin no.501?a. It is a Super Deluxe cabin b. Cabin is only for VVIPsc. Allotment of the cabin is at the

discretion of the Executive Directord. Cabin is for infectious patients

10. What is the validity of registration card?a. 3 months b. Life timec. 1 year d. Do not know

11. Who are the ENT doctors available here?

a. Could answer b. Could not answer12. What is the preparatory requirement for upper/lower abdomen sonography?

a. Always empty stomach b. Always bladder fullc. Always empty stomach but bladder full d. Depends upon investigations

prescribed.

13. What are the qualifying criteria/questions you should ask to the patients coming for MRI registration?a. Is the doctor’s prescription available? b. Is he/she being fitted with any implants

like Pacemaker?c. Does he/she meet the pre-test

requirements? d. All of the above

14. Which among the following is NOT a patients’ right?a. To obtain a second opinion about

treatment prescribedb. Request for discharge although

treatment not completec. Refusal to pay bill on the ground of

economic statusd. None of the above

PART B: On internal administrative matters:

15. What is the grace period for attendance at arrival?a. None b. 5 minutesc. 15 minutes d. 5 minutes for 3 consecutive days

16. How many days are provided for privilege leave (PL) and casual leave (CL) in a year?a. 10 (PL) and 10 (CL) b. 15 (PL) and 10 (CL)c. 12 (PL) and 10 (CL) d. 20 (PL) and 10 (CL)

17. What do you mean by the Code Brown?a. It is a code for cardiac emergency b. It is a code for fire emergencyc. It is a code for child abduction d. It is a code for calling an emergency

doctor

18. What is the requirement for grant of sick/medical leave?a. When no other leave is available,

apply for sick leaveb. Apply with medical certificate from any

doctor of the hospitalc. Application forwarded by Medical

Superintendentd. Application along with medical certificate

signed by Medical Superintendent/Addl Medical Supdt./ Treating doctor

19. Which one of the following is NOT an Employee Right?a. To question about denial of increment b. To avail leavec. Both a & b d. None of the above

20. If a female employee is aggrieved by action(s) of a male employee which of the following Administrative Policies would be applicable?a. Prevention of sexual harassment policy b. Grievance handling policy

c. Disciplinary policy d. Either a or b depending upon nature of complaint.

BIBLIOGRAPHY

BOOKS

R.K. Sahu, Competency Mapping,1st edition, Phase-1;Anurag Jain. Uma Sekaran & Roger Bougie, Research methods for business,5th edition; John Wiley &

Sons. P.C. Tripathi, Human Resource Development,6th edition, New Delhi; Sultan Chand & Sons.

WEBSITES

http://www.google.com www.healthcareinternational.com www.internationalhosp.com

http://www.healthcareinternational.com/

http://www.google.com/

project report of international hospital bandita

Documents