Using #Leadership in Health Care Organisations to reduce care cost I #business #management #healthcare

In developing economies, non-profit organisations play a vital role in social marketing and in the provision of key services like health and education.

Because of lack of financial resources and know-how, the public sector cannot provide essential services like health and education to all the people that many citizens in the developed countries take for granted. This lack of provision is visibly acute in remote rural areas where public services have not necessarily been decentralised or organised for. Lack of infrastructure makes it difficult for multinationals and the local private sector companies to reach the people in rural areas. As most of the amenities are centralised in big cities or in the capital, in many cases rural people are left to their own devices. Because of the low literacy rate, unemployment and low economic conditions, they are not ‘traditionally’ profitable enough to the private sector unless there is a paradigm shift in marketers’ understanding of the attractiveness of the bottom of the pyramid (BOP) consumers and the very low income group market (Prahalad, 2005; Prahalad & Hammond, 2002).

Leveraging diversity to successfully influence business operations is a business imperative for many healthcare organizations as they look to leadership to help manage a new era of culturally competent, patient-centred care that reduces health and healthcare disparities.

As healthcare providers cope with pricing pressures and increased accountability for performance, they should be rededicating themselves to improving the value they deliver to their patients: better outcomes and lower costs. Time-driven activity-based costing offers the potential for clinicians to redesign their care processes toward that end. This costing approach, however, is new to healthcare and has not yet been systematically implemented and evaluated.

The greatest opportunity for lower­ing costs without sacrificing quality, safety, or outcomes is gained from helping clinicians intelligently reengi­neer their clinical and administrative processes (Hoffman & Emanuel, 2013; Berwick, 2012). Some clinicians, how­ ever, resist top-down pressure to assume responsibility for cost reductions (Tilburt et al„ 2013). Others may recognize that cost considerations should be incorporated into physician treatment decisions and clinical process designs (Brook, 2011) but lack the information or organizational support to institute significant changes. The existing cost systems in healthcare impede clinician-driven cost reduction and process improvement initiatives.

These systems rely on inaccurate and arbitrary cost allocations and provide little transparency to guide attempts by first-line care providers to understand and modify the true drivers of their costs (Kaplan & Porter, 2011).

One tool with significant potential to fill this gap is time-driven activity- based costing (TDABC) (Kaplan & Anderson, 2007). Activity-based costing has been widely adopted and used in industries outside of healthcare to improve operational processes and help managers make better decisions about resource allocation, product and service mix, and pricing. But applications of TDABC to healthcare have been limited (Hennrikus, Waters, Bae, Sohrab, & Shah, 2013; French et al., 2012). In this article, we describe how clinicians at several leading healthcare organizations in the United States and Europe have begun to apply TDABC to identify multiple opportunities to improve the value they deliver to patients.

The simplest way to reduce a provider’s costs is to impose across-the-board spending cuts to all departments. But such arbitrary reductions could adversely affect access and healthcare outcomes. Sustainable cost reductions and better capacity utilization should be the result of bottom-up reengineering that enables the provider to maintain and improve its healthcare outcomes and serve a larger patient population with the same resources. Such sustainable reengineer­ing must be based on valid calculations of the total cost of delivering care over complete treatment cycles.

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Reference:

Dotson, E, & Nuru-Jeter, A 2012, ‘Setting the Stage for a Business Case for Leadership Diversity in Healthcare: History, Research, and Leverage’, Journal Of Healthcare Management, 57, 1, pp. 35-44, Business Source Premier, EBSCOhost, viewed 31 July 2015

Kaplan, R, Witkowski, M, Abbott, M, Barboza Guzman, A, Higgins, L, Meara, J, Padden, E, Shah, A, Waters, P, Weidemeier, M, Wertheimer, S, & Feeley, T 2014, ‘Using Time-Driven Activity-Based Costing to Identify Value Improvement Opportunities in Healthcare’, Journal Of Healthcare Management, 59, 6, pp. 399-412, Business Source Premier, EBSCOhost, viewed 31 July 2015.

Rahman, M, Haque, S, & Rashid, A 2012, ‘Nonprofits’ engagement with the private and public sectors: The case of providing essential healthcare in rural Bangladesh’, Marketing Review, 12, 1, pp. 5-16, Business Source Premier, EBSCOhost, viewed 31 July 2015

 

About the Author:

Dr.Hisham M Safadi (Hisham Safadi ) BDS & MSc Leadership and Management in Health Care Practice from the University of Salford where his Master dissertation subject is the effect of Emotional Intelligence on improving Dentistry care in Middle East. Born and raised in the Emirates of Ras Al Khaimah, United Arab Emirates. Dr.Safadi had start his professional career as a dentist then turn to the field of managing medical facilities and reforming delivery of health care services. His main interest is business consultancy, leadership and entrepreneurship.

Twitter: @hishamsafadi

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Enhancing Quality Improvement in Health Care via Innovation: A Lead for Change #innovation #health #care

quality improvemnet

Quality is a complex notion and means different things to different people. So before we challenge ourselves to improve quality, we need to define exactly what it means. The definition of quality is essentially very simple; we see it as the ‘degree of excellence’ in healthcare. Excellence has many dimensions. But within the healthcare sector it is widely accepted that excellent healthcare should have the following six characteristics1:
•    Safe – avoiding harm to patients from care that is intended to help them.
•    Effective – providing services based on scientific knowledge and which produce a clear benefit.
•    Person-centred – providing care that is respectful or responsive to individuals’ needs and values.
•    Timely – reducing waits and sometimes harmful delays.
•    Efficient – avoiding waste.
•    Equitable – providing care that does not vary in quality because of a person’s characteristics.
However, there are tensions among them that need to be balanced – for example, person-centeredness may not always go hand-in-hand with efficiency.A number of solutions that have the greatest potential to make lasting and widespread improvement to health services are:
•    A sustained focus on continuous improvement in the quality of health services is needed.
•    Emphasise the importance of internal motivators (for example, professionalism, skills development, organisational development and leadership), alongside external ones (for example, regulation, economic incentives and performance management).
•    Align quality at every level to make sure that all levels of the system relate to each other in supporting quality.
•    Redefine the nature of the relationship between people who use services and those who provide them.
•    Build knowledge, skills and new practices, including learning from other sectors that have improved their performance and reliability in highly complex areas.
Most important ingredient to improve quality and achieve sustained improvement. The way in which the change is introduced and implemented. Best outcomes achieved through utilising a combination of change behaviour and systematic change methods and structures
The Key Principles of Leadership and Quality Improvement are the following:
•    Vision of what the organisation should look like and agreed strategy
•    Agreed role responsibilities for Quality Improvement
•    System changes (data collection, rewards, incentives)
•    Training and development
•    Communication and commitment (Ovretveit 2005)
•    Aims of improvement and Board commitment
•    Systems alignment ( strategy, projects, leadership learning)
•    Channel leadership to system level improvement
•    Right people
•    Financial support
•    Clinicians engagement
•    Build improvement capability (Reinersten et al. 2005, IHI 2008)
We should be aware too about the Key Principles to Quality Improvement which are:
•    Governance, leadership and management (as opposed to policies and procedures alone)
•    In-built quality and safety measures (rewards, penalties for breaches)
•    Self-assessment of culture and values (expressive behaviour) –of the organisation are expressed in behaviour of quality improvement approaches, commissioners will be better placed to ask the right questions about providers’ focus on improvement and the progress
•    Performance management (setting standards, measurement, corrective action: feedback loop)
•    Dialogue and communication with key stakeholders: interaction loop
Focusing on your Service Improvement goals with the organisations strategic goals is needed to achieve those goals which serve the common organisation objective of Improving Quality and Services Improvement.

Adapted from Reinerstein J.The work of pursuing perfection. Cited by NHS Institute for Innovation and Improvement (2005) Improvement leaders Guide: Leading Improvement, Personal and Organisational Development

Challenge to organisations is to implement the change. Change is a necessary condition for survival and in organisations and individuals is a never ending search for improvements to gain competitive advantage. Change is a necessary condition of survival. In fast changing environments not to change is to lose. Change in terms of clinical leadership is to devolve power to frontline staff- to innovate locally. Use the softer term of innovation as it has less connotations to that of the term change. Innovation- term combined with change and progress.
In Core Principles change management for the purpose of patient and service improvement are Diagnosis or assessment, Planning, Implementation and Evaluation.

Innovation in Quality Improvement:
In Finding the Important characteristics of an innovation it will include the following:
•    Relative advantage (the degree to which it is perceived to be better than what it supersedes);
•    Compatibility (consistency with existing values, past experiences and needs);
•    Complexity (difficulty of understanding and use);
•    Ability (the degree to which it can be experimented with on a limited basis);
•    Observability (the visibility of its results).
The important roles in the innovation process include:
•    Opinion leaders (who have relatively frequent informal influence over the behaviour of others);
•    Change agents (who positively influence innovation decisions, by mediating between the change agency and the relevant social system);
•    Change aides (who complement the change agent, by having more intensive contact with clients, and who have less competence credibility but more safety or trustworthiness credibility

About the Author:
Dr.Hisham M Safadi (Hisham Safadi ) BDS & MSc Leadership and Management in Health Care Practice form the University of Salford where his Master dissertation was in the effect of Emotional Intelligence on improving Dentistry care in Middle East. He was born and raised in the Emirates of Ras Al Khaimah, United Arab Emirates. Dr.Safadi had start his professional career as a dentist then turn to the field of managing medical facilities and investment management. His main interest is business start-up, leadership and mentoring. Currently he is leading several projects in Manchester that is related to enhance patient experience and improving leadership style through education.
Twitter: @hishamsafadi
References:
–    Foundation, H. 2015. What is quality? – Health Foundation. Health Foundation. http://www.health.org.uk/about-us/what-is-quality/, June 12, 2015.

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Entrepreneurial Skills that Change Business in 2015 I #business #Entrepreneur #startup

Management SkillsWhat makes someone a successful entrepreneur? It certainly helps to have strong technology skills or expertise in a key area, but these are not defining characteristics of entrepreneurship. There’s a question that haunts every would-be entrepreneur – and many actual entrepreneurs – every day: “How do I know if I have what it takes?” Yes, the Internet is full of ideas, tips, tricks and even awesome quotes. But do you actually have the skills. While the debate rages on as to whether entrepreneurs are born or made, one thing can’t be disputed: polishing certain skills can help you be a better entrepreneur.

If you want to start a business, it’s essential to learn the specific skills that underpin these qualities. It’s also important to develop entrepreneurial skills if you’re in a job role where you’re expected to develop a business, or “take things forward” more generally.

In this article, we’ll look at the skills you need to be a successful entrepreneur, and we’ll explore resources that you can use to develop the traits needed for success.

Defining Entrepreneurship

Some experts think of entrepreneurs as people who are willing to take risks that other people are not. Others define them as people who start and build successful businesses.

Thinking about the first of these definitions, entrepreneurship doesn’t necessarily involve starting your own business. Many people who don’t work for themselves are recognized as entrepreneurs within their organizations.

Regardless of how you define an “entrepreneur,” one thing is certain: becoming a successful entrepreneur isn’t easy.

So, how does one person successfully take advantage of an opportunity, while another, equally knowledgeable person does not? Do entrepreneurs have a different genetic makeup? Or do they operate from a different vantage point that somehow directs their decisions for them?

Though many researchers have studied the subject, there are no definitive answers. What we do know is that successful entrepreneurs seem to have certain traits in common.

We will be discussing the following entrepreneurship criteria that build success for entrepreneur personality and business, which are:

  • Communication and Networking
  • Business and Personal Branding
  • Sales and Marketing for Business Success
  • Strategy and Decision Making
  • Finance and Account Management

In all the above points we will include a personality analysis that combine with the points.

  1. When you’re a solopreneur, you may think communication is less of an issue, since you don’t have staff to interact with. But you’ve still got to maintain clear lines of communication with your customers via email and phone, as well as ensure that the message you send through your website and social-media profiles is the one you want.

If you do have staff, communication is even more important. After all, poor communication skills can lead to decreased productivity with your staff, as well as low morale and opportunity for them to make more mistakes if they don’t understand your instructions. There is an opportunity to enhance your communication methods with your staff after you success building your business. Communication will give you as entrepreneur the ability to manage staff. Once you have the right people, you need to manage them well. Early on in your business’s growth, you’ll be everyone’s manager, so it pays to be effective. If you don’t already know how to manage, take the time to learn how to motivate, encourage, and develop your staff. Also communication will give you the ability to make entrepreneur friends. According to entrepreneur Jim Rohn, “You are the average of the five people you spend the most time with.” So who do you want to be? Improve your odds of success by finding entrepreneur friends who will be able to understand your struggles and give you much needed insight.

  1. Branding (personal and business). 

To start a correct branding, first, examine your personal characteristics, values, and beliefs. Do you have the mind-set that’s typical of successful entrepreneurs?

  • Optimism: Are you an optimistic thinker? Optimism is truly an asset, and it will help get you through the tough times that many entrepreneurs experience as they find a business model that works for them.
  • Vision: Can you easily see where things can be improved? Can you quickly grasp the “big picture,” and explain this to others? And can you create a compelling vision of the future, and then inspire other people to engage with that vision?
  • Initiative: Do you have initiative, and instinctively start problem-solving or business improvement projects?
  • Desire for Control: Do you enjoy being in charge and making decisions? Are you motivated to lead others?
  • Drive and Persistence: Are you self-motivated and energetic? And are you prepared to work hard, for a very long time, to realize your goals?
  • Risk Tolerance: Are you able to take risks, and make decisions when facts are uncertain?
  • Resilience: Are you resilient, so that you can pick yourself up when things don’t go as planned? And do you learn and grow from your mistakes and failures? (If you avoid taking action because you’re afraid of failing, our article on Overcoming Fear of Failure can help you face your fears and move forward.)

Whether you’re striving to brand your business or looking to establish yourself as an expert in your industry, knowing how to do so online is essential to your success. Branding starts with being active on social media, and is shaped through content publication, whether on or off your website. Be aware, though, that poor content can lead to negative branding. It’s important to know how to deliver content and resources that your target audience wants and will find valuable. Another method of branding yourself and your business is social networks. Social networks represent a key part of any business’s marketing strategy. Not only will you need to understand each platform, you’ll want to arm yourself with the best strategies for getting your start up and personal brand noticed on each one.

One important internal driver that branding yourself and your self will be increased is the ability to deal with failure. No business venture is a straight line to success; knowing how to deal with ups and downs is essential. Remember that every successful person out there failed dozens of times before getting a win. Failure isn’t the end – it’s just a data point on the way to success.

  1. You may not identify with salespeople, but the fact is, if you run a business, you’re involved in sales. You might have a sales team that handles all of your company’s sales, but every time you deliver your elevator pitch about your business, negotiate with a vendor, or even just persuade anyone to do anything, you’re tapping into sales skills. To enhance your sales records for your business you must have the ability to be productive. This is a big topic, because there’s no one right way to be productive that works for everyone. Learn about your peak energy times, your routines, and the productivity tools that work for you in order to create your own plan for success. Another element is the ability to close a sale. Letting customers know you understand their pain is important, but asking for the sale is where many entrepreneurs get stuck. If you’re nervous about this step, try enrolling in a sales workshop to learn these much-needed skills. Adding to that the ability to spot new trends is another element that you should be aware of. Business moves fast, so you’ve got to have the ability to see changes coming in your industry. Make it a point to keep up to date on new start-ups and the advances in technology that could be poised to disrupt your field.
  1. Strategy. It’s easy to think about the “right-now” aspect of your business, because the results are easy to see. But what about the bigger picture, long-term challenges and goals? How often are you thinking about those? Without a constant eye on your business’ strategy and skilled assessment of that strategy relative to the industry and your competition, you can’t hope to grow it over time and remain competitive in the marketplace. You also need the practical skills and knowledge needed to produce goods or services effectively, and run a company.
  • Goal Setting: Do you regularly set goals, create a plan to achieve them, and then carry out that plan?
  • Planning and Organizing: Do you have the talents, skills, and abilities necessary to achieve your goals? Can you coordinate people to achieve these efficiently and effectively? (Here, effective project management skills are important, as are basic organization skills.) And do you know how to develop a coherent, well thought-through business plan, including developing and learning from appropriate financial forecasts?
  • Decision Making: How good are you at making decisions? Do you make them based on relevant information and by weighing the potential consequences? And are you confident in the decisions that you make?
  • Core decision-making tools include Decision Tree Analysis, Grid Analysis, and Six Thinking Hats.
  • You need knowledge in several areas when starting or running a business. For instance:
    • Business knowledge: Do you have a good general knowledge of the main functional areas of a business (sales, marketing, finance, and operations), and are you able to operate or manage others in these areas with a reasonable degree of competence?
    • Entrepreneurial knowledge: Do you understand how entrepreneurs raise capital? And do you understand the sheer amount of experimentation and hard work that may be needed to find a business model that works for you?
    • Opportunity-specific knowledge: Do you understand the market you’re attempting to enter, and do you know what you need to do to bring your product or service to market?
    • Venture-specific knowledge: Do you know what you need to do to make this type of business successful? And do you understand the specifics of the business that you want to start? (This is where it’s often useful to work for a short time in a similar business.)

You can also learn from others who have worked on projects similar to the ones that you’re contemplating, or find a mentor – someone else who’s been there before and is willing to coach you.

Within your strategy you should focus on other stakeholders who are customers, staff, new staff and factors which are productivity, talent management and business position.

Focusing on Customers: To be clear, without customers, you have no business. Make sure all of your pitches, products, and services are focused on actual customer needs. If you don’t know what these are, research and ask questions so that you’re able to give great customer service.

The ability to manage staff. Once you have the right people, you need to manage them well. Early on in your business’s growth, you’ll be everyone’s manager, so it pays to be effective. If you don’t already know how to manage, take the time to learn how to motivate, encourage, and develop your staff.

The ability to train new staff. When you bring on someone new, a robust on boarding process will ensure that they know what to do and not do. Not only will this help keep your company moving the correct direction, it will increase the commitment level of good employees and give you grounds to follow up on misconduct.

The ability to hire effective people. Speaking of hiring, this is easily one of the most important skills any entrepreneur could have. Having great people on your team will give you access to new strengths, while also building a company culture that people want to be a part of? Hiring the right people is essential to get where you want to go.

The ability to identify strengths and weaknesses. As a business owner, you don’t need to be perfect at everything. You do, however, have to understand where you’re strong and where you’re weak. Assessing this will inform everything from the business decisions you make, to the partners you bring on, and to the employees you hire.

The ability to be productive. This is a big topic, because there’s no one right way to be productive that works for everyone. Learn about your peak energy times, your routines, and the productivity tools that work for you in order to create your own plan for success.

  1. While you don’t need to be a CPA to run a successful business, you should still have a decent understanding of your finances, profit margins, cash flow and funding. The more comfortable you are with all of these numbers, the more confident you’ll be, and the better decisions you’ll make. If you have an accountant to handle all the number crunching, that’s great, but don’t use them as a crutch to keep you from digging in and really understanding where your money’s going. It’s your duty to rein in costs, optimize efficiency and find ways to grow revenue. As a business owner with entrepreneur skills you will be required to focus on enhancing your abilities to raise and manage money.

The ability to raise money. Once you can manage money, can you get more? In order to get investment, you need to not only understand where to get money, but how to convincingly make a case that your business is a good risk as well.

The ability to manage money.Very simply, if you can’t manage money, you can’t manage a business. Do you know where your money goes each month? Do you live off less than you earn? If the answer to these questions is no, you’ll struggle to manage a business budget as well.

 

 

 

 

 

About the Author:

Dr.Hisham M Safadi (Hisham Safadi ) BDS & MSc Leadership and Management in Health Care Practice form the University of Salford where his Master dissertation was in the effect of Emotional Intelligence on improving Dentistry care in Middle East. He was born and raised in the Emirates of Ras Al Khaimah, United Arab Emirates. Dr.Safadi had start his professional career as a dentist then turn to the field of managing medical facilities and investment management. His main interest is business start-up, leadership and mentoring. Currently he is leading several projects in Manchester that is related to enhance patient experience and improving leadership style through education.

Twitter: @hishamsafadi

References:

Tags and Keywords:

Health, healthcare, leader, leadership, business, organisation, start up, emotion, intelligence, emotional intelligence, scale, research, study, big data, science, Salford, Dubai, university, Saudi, united Arab emirates, Arab , middle, east, Egypt, Qatar, Jordan, , free zone, industrial, talent, management, entrepreneur, nation, Manchester, hisham, safadi, hishamsafadi, , ras al khaimah, UAE, Abu Dhabi, dentistry, dental, patients, staff, employee, government, conflict, compete, growth hacking, marketing, sales, management, administration, nurses, doctors, business plan, talent management, USA, United, State, Kingdom, UK, Europe, Auditing, White, paper, white paper, project, project management, HK, twitter, Facebook, LinkedIn, social, media, social media, news, platforms, apple, android, google, MSN, yahoo, article, must read, read, references, resources, risk, entrepreneur , shark tank, dragons den, investment, invest, leader, Internet, google, LinkedIn, yahoo, Microsoft, apple, toothone.com, seo, software, free, business, make money online, Internet, money, web design, Web Hosting, work from home, home business, Travel, make money, weight loss, design, Games, marketing, computer, online, Internet marketing, Health, Music, news, website design, forex, Hosting, real estate, Movies, Blog, video, online business, affiliate marketing, advertising, download, work at home, search engine optimization, Entertainment, shopping, traffic, art, Education, Gifts, hotel, SEO Services , Books, business, opportunities, fitness, home, hotels, iPhone, jewelry, jobs, Blogging, finance, game, make money from home, programming, Business opportunity, electronics, photography, Videos, Web Development, buy, forex trading, free icons, Icon, icons, Javascript, mobile, application, mobile app, web-application, web-design, wholesale, animated gif, animated image, computers, cool, fashion, loading

How to use Patient Experience in Developing Health Care Services. #MyIndustry #health #care #patients #business

Patient Experince  Hisham Safadi Health Care

Patient Experince
Hisham Safadi
Health Care

Learning from patients Experience is not new knowledge anew or theory but it is away or a method where patients can tell us what they can’t ‘
it’s not simple but at the same time it gives us a great Opportunity to share with our patients more opinions via more chatting and discussion. By directly listening and understanding how that experience was dealt with rather than someone just repeat the story’

Learning from patient experience is not a model based on scientific knowledge but also based on narrative knowledge’ Narrative knowledge requires a threefold competence know how which are knowing how to speak knowing how to hear and knowing how to develop Emotions’

Current health care policies especially in Weston countries places an emphasis on the greater involvement of patients and health care providers in all aspects of their care, including planning provision and Evaluation .On the hand turning these policies into practice remain difficult. There is a great need to continuously trying to form a solid partnership and develop more collaborative working practice In A turbulent environment, Patients and Academics share their experience of health care practice through the process of education. At the same time patients and Medical students are sharing their experience through the process f clinical Education, We shall be looking to Enhance Patients and carer providers sharing of Experience methodology in real life and in real time.
There is no doubt that several knowing Health arthritis and organisations had developed, several tools to enhance and benefit from patients experiences through feedback systems. Although those system are rich with information some are arguing that those systems may be useless because patients are having the options not to share their experience. Unless the patient mentality is transformed to be the driver that encourage the patients to share their experience.

Finding ways to involve patients in developing, planning , delivering and evaluating health care services is a continue challenge, for Example, HealthCare providers can use habitus 1 the patients fo inform and shape treatment and care ‘ Such an assertion is attractive. Habitus functions as a matrix of perceptions, Appreciation and action.
The Patient Experience knowledge requires the doctor or the nurse to move their instruments from the body of the patients to the patient living a life. In doing this, which require attentive listening medical stall will be able to come to know what the meaning of therapeutic intervention might be for the patients, better understand behaviours that are open labelled non-compliance and the significance of these for patients.

In conclusion HealthCare Organisations can achieve better operational performance and patient satisfactory rate if the management Allie Theoretical and Practice knowledge of their staff with patient knowledge staff. By allowing the staff to spend more time with patients. This practice can empower the staff with insight of patients feeling and Experience in different situations in return the staff will enhance their experience and ability to make Conscious decision that offer support for patients.

 

 

 

 

 

About the Author:

Dr.Hisham M Safadi (Hisham Safadi ) BDS & MSc Leadership and Management in Health Care Practice form the University of Salford where his Master dissertation was in the effect of Emotional Intelligence on improving Dentistry care in Middle East. He was born and raised in the Emirates of Ras Al Khaimah, United Arab Emirates. Dr.Safadi had start his professional career as a dentist then turn to the field of managing medical facilities and investment management. His main interest is business start-up, leadership and mentoring. Currently he is leading several projects in Manchester that is related to enhance patient experience and improving leadership style through education.

Twitter: @hishamsafadi

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White Paper: Why Dentists shall care about Dental Assistance Role? #nurses #dentists #care

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In any dental practices dental assistance are playing an important role in organising, managing and assisting dentist to perform treatments for dental patients. Dentists and dental practice owners shall be aware about the importance of developing dental assistance staff skills and knowledge. In this white paper we will be reviewing number of literatures that discuss the importance of developing staff skills and what are the benefits of staff engagement to the performance outcomes of dental practices.

Most of literatures agreed that dental assistances formed important part of internal stakeholders for any dental practice. Adding to that dental assistances are categorised as high power with high impact role as a stakeholder. Mauno,Kinnunen and Ruokolainen (2007, cited in The King’s Fund, 2012a) concluded that the best predictor of staff engagement to give them control over how they work. This is important in improving healthcare performance because staff engagement enhances patient experience and increases staff satisfaction (The King’s Fund, 2012a). The challenges also is reflecting on the dental practices too. In the literature listening to employees is regarded an important communication skill that leaders need to develop and it is a form of staff engagement (Macmillan, 2011). The latter is one of the Leadership management at the dental practice dimensions that recognized its role in quality improvement as engaging the team of the dental facility leads to improve patient and staff experience and enhanced overall outcomes (NHS employers, 2013).

In addition to that, the service profit chain framework highlights the importance of staff including dental assistances satisfaction as well and its overall contribution to enhanced profitability through providing quality services to the patients (Storey & Holti, 2013). The link between staff and patient satisfaction is evident in a staff survey cited by West and Dawson in The King’s Fund (2012a) where they stated that staff engagement leads to patient satisfaction.

The King’s fund (2014b) described staff engagement as the driver that influences staff behaviours leading to better health, lower absenteeism, job satisfaction and reduced turnover which will, besides other factors, improve patient satisfaction, increase profits and eventually enhance the overall performance.

Although there are some dental facilities culture are supportive of staff engagement, the dental facility management’s findings report that staff and specially dental assistances are cultured to carry out orders based on certain working circumstances such as fear of doing things wrong, losing their job or being subject to increase in working load. There is an effort by the dental facilities to engage staff and the progress evaluation for those efforts is acceptable. Staff involvement and supporting staff with a ‘can do attitude’ supports organisational innovation and performance (NHS Institute for Innovation and Improvement, 2008). The Kings Fund (2012) reports that engaged staff deliver better outcomes for patients and organisations.

There is an opportunity to improve dental engagement which may lead to override the poor staff engagement which is slowing the organisation’s achievement of objectives. According to Clark and Nath (2014), medical engagement should lead to enhanced clinical and organisational outcomes and makes a critical contribution to achieving innovation and improvement for patients. Meanwhile, another report from Dixon et al. (2011) concludes that general practice has an important contribution to make to improve public health and in reducing health inequalities. However the National Leadership and Innovation Agency for Healthcare (2008) argued that clinical and staff engagement remains a hollow sound-bite, with little in the way of levers, budgets and power to support it, and becomes merely an option to participate in a committee rather than an opportunity to encourage real practical change at a practice level on an ongoing basis.

Dentists and dental practice owners shall be able to identify poor staff engagement in their dental facilities and concluding that their strategy towards improving staff engagement is facing failure and could not depend only on a reward and punishment strategy. It is important to accept the fact that creating an engaging atmosphere where value is given to the ideas of the staff will result in proper communication and staff engagement and give accountability to the staff for self-management.

The style of the organisation enhance by empowering management leadership decisions, improving staff engagement and evaluating the outcomes of organisation performance. According to West et al. (2014), if dentists and managers create a positive, supportive environment for staff, the staff in turn creates a caring and supportive environment and deliver higher-quality care for patients. The need for full staff and especially dental assistance engagement remains a core of organisational success and service sustainability (Naylor and Appleby, 2012, p15).

It is the responsibility of dentists and dental practice owners as team leader to motivate, inform, and communicate openly whilst allowing the staff to contribute through dialogue between themselves and management (Human resources management, 2011)

About the Author:

Dr.Hisham M Safadi (Hisham Safadi ) BDS & MSc Leadership and Management in Health Care Practice form the University of Salford where his Master dissertation was in the effect of Emotional Intelligence on improving Dentistry care in Middle East. He was born and raised in the Emirates of Ras Al Khaimah, United Arab Emirates. Dr.Safadi had start his professional career as a dentist then turn to the field of managing medical facilities and investment management. His main interest is business start-up, leadership and mentoring. Currently he is leading several projects in Manchester that is related to enhance patient experience and improving leadership style through education.

Twitter: @hishamsafadi

@hishamsafadi

References:

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How to Plan a Project to Enhance your Dental Practice Outcomes? #dentists #business #startup #management

dental project

Dental practices are part of the service industry.  As in any service-based business, it is in need for development and upgrading of services, equipment’s and quality of services. These development can be in the form of purchasing new equipment’s, training staff or implementing new technologies to serve patients.

It is important for dental practice owners and dentists to apply project management when thinking in developing their practices. Some of ideas are needed so good planning is a factor of success, while other ideas are not needed so planning will show you what the other options are without wasting time, money and efforts.

A project is a unique venture or piece of work, which is setup to achieve a particular objective or goal. Project is carried out for patients. Any project has a begging and an end so it is time limited. In projects we uses defined resources such as staff, money and equipment’s.

In a wide scope of definition project management is planning, gathering and managing the resources needed to achieve particular goals and objectives within defined time and budgetary constraints.

Project Scope is a statement which defines the limitation and boundaries of a project is the project scope. The statement will outline and define the work stream, resources and budget. Scope deviation and the presence of other issues or elements will result in increased timescale, costs and possible project failure (Lewis, 2007).

Looking to the key features of projects we find that focusing on projects results, outcomes and goals are prioritised. Other features are the positive and effective management of time and resources.

Option appraisal in project management is an integral part of an effective selection process. It has been stated that optional appraisal is an essential tool to help organisations to deliver projects and that it helps to target investment towards improving service performance and raising standards (CIPFA, 2010).

Before initiating any project we shall define the main stakeholders. Defining stakeholders is an important element for any successful project implementation. In general dentistry sector stakeholders are the patients, nursing staff, dentists, health authorities, shareholders and administrative staff.

The following points are summarising the key features of project management:

1- Stakeholders:

Before the initiation of any business plan, it is mandatory to measure its expected outcomes among the prospective stakeholders. The stakeholders of the healthcare management system will include patients, physicians, and administrative employees of the hospital. Moreover, the stakeholders will be appreciated for their involvement and feedback in the system (Trockel, 2013).

2- Aims, goals and objectives.

Each Dental Practice can set the SMART goals of their project.

3- Project life-cycle.

Project can be implemented and achieved in the agreed time frame.

4- Scoping, risk assessment and cost-benefit-analysis.

The statement will outline and define the work stream, resources and budget. Scope deviation and the presence of other issues or elements will result in increased timescale, costs and possible project failure (Lewis, 2007). Managing risks and issues is fundamental to successful project management, where excellent project teams recognize that there are many threats which may undermine performance (Milton et al., 2005). Project Cost include direct and indirect costs.

5- Project planning and deliverables.

The steps which the project leader are planning to take in order to achieve the project goals and objectives.

6- Work breakdown structure and packages.

The project team. Mainly formed from the dental practice staff with external consultant if project required too such as a quality consultant or an IT consultant.

7- Communicating and reporting.

Communication is essentially the interpersonal process of sending and receiving information and messages (Burke & Barron, 2007). The communication strategy will include formal and/or informal links between stakeholders, suppliers, contractors, companies and project team members. The communication method will include minutes of meetings, telephones, emails, and presentation and evaluation reports.

8- Review and Evaluation Method:

An evaluation research approach introduced by Moule and Hek (2011) can be used to measure the proposed service improvement via the project using a quantitative methodology. Research will be conducted by developing a questionnaire using a Likert scale (Bell, 2005) as a measurable indicator, whilst allowing for some qualitative feedback through stakeholders comments. The justification for this approach is the large number of the patient stakeholder category to survey within a limited time. However, disadvantages include: the impact of variables.

Finally project leadership strategy is one of the most important elements in accomplishing project’s required outcome. Leaders for any project are required to demonstrate an improved understanding of stakeholders’ requirements and feedback which will lead to more efficient communication and better project leadership decisions (Heagney, 2012). A collaboration leadership style is the preferred approach for dental projects. Collaboration defines teamwork as occurring when people work collaboratively towards a common goal or as a process of two or more parties working together to achieve common objectives (Burke & Barron, 2007, p223).

 

About the Author:

Dr.Hisham M Safadi (Hisham Safadi ) BDS & MSc Leadership and Management in Health Care Practice form the University of Salford where his Master dissertation was in the effect of Emotional Intelligence on improving Dentistry care in Middle East. He was born and raised in the Emirates of Ras Al Khaimah, United Arab Emirates. Dr.Safadi had start his professional career as a dentist then turn to the field of managing medical facilities and investment management. His main interest is business start-up, leadership and mentoring. Currently he is leading several projects in Manchester that is related to enhance patient experience and improving leadership style through education.

Twitter: @hishamsafadi

Read more from the Author:

  1. Leadership in Dentistry Opportunities and Threats. Review 2008 by Dr.Hisham Safadi
  2. Why shall Healthcare Providers care about Patients Payments and Finance?
  3. 12 successful elements for Business Start-ups Leadership.
  4. Why Patients Don’t Come Back? White Paper 2015

References:

  • Bell, J. (2005). Doing your Research Project (4th). United Kingdom: Open University Press.
  • Burke, R. and Barron, S. (2007). Project management leadership. [United States?]: Burke Publishing. ppl 223-235
  • CIPFA, (2010). The Chartered Institute of Public Finance and Accountancy, General guidance on options appraisal | CIPFA. [online] Cipfa.org. Available at: http://www.cipfa.org/ [Accessed 29 Apr. 2015].
  • Heagney, J. (2012). Fundamentals of project management (4th Edition). New York: American Management Association.
  • Lewis, J.P. (2007). Fundamentals of Project Management (3rd). New York: American Management Association.
  • Milton D, Rosenau, M. and Githens, G. (2005). Successful project management. Hoboken, N.J.: J. Wiley.
  • Moule, P. & Hek, G. (2011). Making Sense of Research (4th). London: Sage Publications Ltd.
  • Trockel, M. (2013). How to Negotiate. InThe Academic Medicine Handbook (pp. 315-322). New York: Springer. Retrieved from http://link.springer.com/chapter/10.1007/978-1-4614-5693-3_39#page-1 on 8th April, 2015.

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Why Human Resource Development is Important for Medical & Dental Organisations?I #business #management #health

It’s a believe and key management scholars support that for Human Resource Development’s continued growth and development, the implementation of performance measurement systems is required. A Performance Management System is a process that produces a focused set of measurable targets connected to the performance improvement of individuals and organizations. In a 2006 study, Bersin asked training managers at more than 140 companies about training measurements. Survey topics ranged from areas of training routinely measured to the percentage of training budget spent on measurement. The study revealed that many organizations continue to struggle with how to gauge the business value of training. The research data showed a significant disconnect between what organizations view as the most important and valuable areas to measure and what is actually being measured. Eighty percent of organizations reported measuring only completions, enrollments, and satisfaction of training, but only 8% measured return on training investment. According to Bersin (2006), there is a large gap between the necessity to show business impact and the very small number of training services doing so. Most training departments lack the performance management infrastructure required to measure business impact. In fact, Bersin’s research shows more than two thirds of organizations do not have systems in place for employee performance management.

While Human Resourse Development practitioners can measure and report on easily available data, such as completions, enrollments, and satisfaction, the current lack of integration between learning and job performance makes it very difficult to obtain data on the business impact of training. As a result, many executives view the Human Resourse Development budget as the first area to cut spending during tough financial times. According to Jacobs (2006), this vulnerability is partly the failure of Human Resourse Development to be positioned as an asset in the performance and profitability. of the organization and to use standardized metrics in which to measure and evaluate the return on investment and performance improvement benefits, thus limiting the convincing evidence needed to demonstrate that training expenditures have produced a measurable return on investment for the organization. Corporations appear to use varying ways to track and account for training costs (Bersin, 2006). Several means of tracking costs and income have been developed, including needs assessments, materials development, and production and program design time. Costs can be applied per participant or per program numbers (Bassi, 2006). However, justifying the performance improvement value that training produces is another matter entirely. While there are models for measurement, there does not seem to be any accepted standard for measuring the value of training costs in business. Other common reasons cited by Human Resourse Development leadership for this gap include the fact that the benefits of training are subjective and difficult to quantify in how they may accumulate over time (Drucker, 2007).

To improve and enhance the staff engagement which will enable the organisation to achieve better outcome from applying Performnace Management System, leader’s shall use the power to alter attitude and behaviours by addressing individual needs and motivations as a practice of effective leadership (Sullivan and Decker, 2005).Leaders may often engage staff to assist in managing resources but the ultimate responsibility of resource management rests on leaders (Nourthhouse, 2015). Organisation Leaders role will be to develop a new reward and recognition strategy. NHSIII (2008) reports that staff involvement and training is important to sustain improvement and increase sustainability.

About the Author:

Dr.Hisham M Safadi (Hisham Safadi ) BDS & MSc Leadership and Management in Health Care Practice form the University of Salford where his Master dissertation was in the effect of Emotional Intelligence on improving Dentistry care in Middle East. He was born and raised in the Emirates of Ras Al Khaimah, United Arab Emirates. Dr.Safadi had start his professional career as a dentist then turn to the field of managing medical facilities and investment management. His main interest is business start-up, leadership and mentoring. Currently he is leading several projects in Manchester that is related to enhance patient experience and improving leadership style through education.

Twitter: @hishamsafadi

References:

Dixon, A., Khachatryn, A., Wallace, A., Peckham, S., Boyce, T. and Gillam, S. (2011). Impact of Quality and Outcomes Framework on Health Inequalities. [Online] The King’s Fund. Available at: http://www.kingsfund.org.uk/publications/impact-quality-and-outcomes-

Naylor, C. and Appleby, J. (2012). Sustainable health and social care. [Online] The King’s Fund. Available at: http://www.kingsfund.org.uk/publications/sustainable-health-and-social-care [Accessed 28 Dec. 2014].

NHS Institute for Innovation and Improvement, N. (2008). The Productive Leader. [Online] Institute.nhs.uk. Available at: http://www.institute.nhs.uk/quality_and_value/productivity_series/the_productive_nhs_leader_ship_team_-_making_time_to_lead.html [Accessed 1 Jan. 2015].

Northouse, P. (2015). Introduction to Leadership. 3rd ed. California: SAGE Publication, Inc.

Sullivan, E. and Decker, P. (2005). Effective leadership and management in nursing. 6th ed. Upper Saddle River, N.J.: Pearson/Prentice Hall.

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