chart

Healthcare has different standards, more rigorous codes, and another quality of service. It is true that hospitals are not hotels, but hospitals should invest more in the quality of healthcare and pay more attention to patients’ satisfaction.

For this specific discussion I thought: What’s the objective? What need to be accomplished? What steps should I take to achieve it? and mostly Who’s responsible for the completion of the project?

SMART goal setting will provide me with specific information needed to complete the plan.

Specific- Adding a new department to the structure and staffing it.

· Increase customer reviews and feedback by 5%

· Every member of the team should be trained in customer service by the end of the month.

Measurable – Measure progress by monitoring and controlling the patients rate monthly

· Measure customer review and feedback for further improvement of the services offered.

Achievable – Chose new partners to work with based on requirements.

· Setting a six-month timeline will give enough time to create a new department and hire new resources with a higher level of expertise.

Relevant – The more patients we have, better the revenue.

· Implementing a virtual assistance system will help speed the process with relevant paperwork, sign in and out for patients.

Time-bound- Timeline for this project will be six-months.

According to Lashley and Morrison (2000), hospitality provides a commitment to meeting guests needs as the primary focus. Hospitableness includes a welcoming attitude and environment (Brotherton, 1999; Oh and Pizam, 2008). According to Pizam (2007, p. 500), “the difference between hospitals and hospitality is ‘ity’, but that ‘ity’ can make a significant difference in the recovery and stay of hospital patients.” Many hospitals have integrated programs that have enhanced patient stays by adapting strategies used in the hospitality industry (Studer, 2003). This includes enhancing the genuine reception, psychological, and emotional well-being of those consumers involved in the host/guest or patient/provider exchange (Ferguson et al., 1999).

Project Management Institute (2017). The PMI Guide to Business Analysis. Project Management Institute, Inc. Newtown Square, Pennsylvania: Project Management Institute

Brotherton, B. (1999), “Towards a definitive view of the nature of hospitality and hospitality management”, International Journal of Contemporary Hospitality Management, Vol. 11 No. 4, pp. 165-73.

Lashley, C. and Morrison, A. (Eds) (2000), In Search of Hospitality: Theoretical Perspectives and Debates, Butterworth-Heinemann, Oxford.

Ferguson, R., Paulin, M., Pigeassou, C. and Gauduchon, R. (1999), “Assessing service management effectiveness in a health resort: implications of technical and functional quality”, Managing Service Quality, Vol. 9 No. 1, pp. 58-65.

Pizam, A. (2007), “Editorial: the ‘ity’ factor”, International Journal of Hospitality Management, Vol. 26 No. 3, pp. 499-501.