INDEX

Sr No Topic Page number

1 Introduction 1
2 Characteristic and Categories of service 3
3 Three stage model 8
4 Segmentation, Targeting and Positioning 13
5 Service Concept 14
6 Price 20
7 Promotion and Distribution strategy 22
8 People 23
9 Process – Blueprint 29
10 Physical Evidence 32
11 Strategies to manage demand and capacity 34
12 Waiting line and Queuing theory 36
13 Service quality and productivity 39
14 Bibliography 48

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 TOPIC 1:
INTRODUCTION
A hospital service is a term that refers to medical and surgical services and the supporting
laboratories, equipment and personnel that make up the medical and surgical mission of a
hospital or hospital system.

Hospital services make up the core of a hospital's offerings. They are often shaped by the needs
or wishes of its major users to make the hospital a one-stop or core institution of its
local/community medical network. It comprises of basic services and personnel—usually
departments of medicine and surgery—that administer clinical and other services for specific
diseases and conditions, as well as emergency services. Hospital services cover a range of
medical offerings from basic health care necessities or training and research for major medical
school centers to services designed by an industry-owned network of such institutions as health
maintenance organizations (HMOs). The mix of services that a hospital may offer depends
almost entirely upon its basic mission(s) or objective(s).

There are three basic types of hospitals:

● Proprietary hospitals - For-profit hospitals include both general and specialized hospitals.
The main objective of proprietary hospitals is to make a profit from the services provided.
● Teaching or community hospitals - These are hospitals that serve several purposes: they
provide patients for the training or research of interns and residents; they also offer services
to patients who are unable to pay for services, while attempting to maintain profitability.
Nonprofit centers combine service, teaching, and profitability without being owned by a
corporation or private owner.
● Government-supported hospitals - This group includes tax-supported hospitals for counties,
communities and cities with voluntary hospitals (community or charity hospitals) run by a
board of citizen administrators who serve without pay. The main objective of this type of
hospital is to provide health care for a community or geographic region.

Reason of selecting Hospital as a Service:

Across differing regions, medical institutions play a major role in the social and economic
vitality of cities. When engaging with healthcare companies, patients expect more than
treatment– they want care. More importantly, patients want healthcare companies and their

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employees to show they care about the individual’s needs, situation and well-being, which is
demonstrated during every interaction. Hospitals and health systems in this business model
deliver the highest quality, most advanced care that generates predictable outcomes for one.
In this assignment we will be analyzing the service marketing concept of a multi-specialist
hospital (proprietary hospital). Maximum hospital visitors consider visiting proprietary in
comparison to community hospitals or government supported hospitals. Also, before
understanding a hospital visit of a certain specialty, it is easier to grasp an understanding of a
general (multi-specialist) hospital as everyone must have visited/experienced these hospitals at
least once.

Hypothetical hospital

→ Name : FAITH multi- specialist hospital

→ Logo :

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 TOPIC 2:
CHARACTERISTICS & CATEGORIES OF SERVICE MARKETWITH
HOSPITAL’S PERSPECTIVE

Characteristics of service are:

• Inseparable - Services cannot be stored or cannot be provide through intermediate. There
are two parties must be involve in the process one is service provider and one is taker.
Here patients and doctor’s role is inseparable from the service.
• Varying - The service can never be exactly repeated as the same point in time, location,
or circumstances, or with the same configurations or resources, even if the same
consumer requests the same service. Treatment or surgeries are varying from doctor to
doctor. Also the capabilities of paining the cure of the patients are also different.
• Perishable - Service capacity cannot be stored, saved, returned, or resold once rendered
to a customer. Services are generated and consumed within the same time frame.
Moreover, it is very difficult to separate a service from the service provider. They are
inseparable.
• Intangible - Service is that it is intangible – it is not something physical that you can see,
touch, or taste.

Categories of service:
Based on differences in nature of service action (tangible/intangible) and who or what is direct
recipient of service (people/possessions), there are four categories of services:
● People processing – services are directed at people’s bodies
● Possession processing – services are directed at physical possession
● Mental stimulus processing – services are directed at people’s mind
● Information processing – services are directed at intangible assets

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source: https://www.slideshare.net/wickedkhan/lovelock-ppt-chapter01-11847699

In people processing customers should physically present at the place where service is
offered often called service factory. Sometimes, of course, service providers are willing
to come to customers, bringing the necessary tools of their trade to create the desired
benefits in the customers' choice of locations. If customers want the benefits that a
people-processing service has to offer, they must be prepared to cooperate actively with
the service operation.
In possession processing, production and consumption both are separable. So
customer’s involvement is less compared to people processing or can be negligible.
As in a hospital customer that is patient always needs to remain present for the treatment
he/she is in need. Also the outcome of the service provided might take time but is
always visible.

Hospital service is fall under People Process and Tangible nature of service as services
are provided physically to patients in the hospitals and the involvement of patients are

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 high. Without interaction with the patient, this process is incomplete. Here time, mental
and physical efforts are important.

Marketing mix 7 P’s:

Hospital Industry is a Service Industry that provides the customers health care services.
Its marketing Mix is as follows:

1) Product:
The health Care Services which are being provided by the Hospital are its products such as
Consultations, Examinations, Surgical Operations, Treatment, Medicines.
Hospital services define the core features of a hospital's organization. The range of services
may be limited in specialty hospitals such as cardiovascular centers or cancer treatment centers,
or very broad to meet the needs of the community or patient base, as in full service health
maintenance organizations (HMOs), rural charity centers, urban health centers, or medical
research centers. Hospital services are usually the most general in large urban areas or
underserved rural areas, broadly encompassing many services ordinarily offered by other
medical providers.
The basic services that hospitals offer HMO hospitals add a number of special and
include: auxiliary services to the basic list,
● Short-term hospitalization including:
● Emergency room services ● Pediatric specialty care
● General and specialty surgical ● Greater access to surgical
services specialists
● X ray/radiology services ● Physical therapy and rehabilitation
● Laboratory services services
● Blood services ● Prescription services
● Home nursing services
● Nutritional counseling
● Mental health care
● Genetic counseling and testing

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2) Price:
It includes all what the patients pay to experience the full treatment. In hospital, prices go by
various names. Pricing in hospital services is generally done by keeping in view:
● The cost of running the hospital,
● The overheads,
● Salaries of the doctors, nurses and administrative staff,
● Cost of infrastructure,
● Bed occupancy,
● Quality of service etc.

3) Place:
The building, the consultation rooms, Operation Theater, Laboratory etc where these services
are provided physically are a part of place where service is delivered actually.

4) Promotion:
All the ways hospitals let them know about their services such as Print Media, Electronic
Media, and Social Media etc.

5) People:
People are important inside and outside of the hospital which actually provide the satisfaction
to the customer i.e. the doctors and the other hospital staff, the patient and other visitors and
patients as well.
The people are classified as high contact people and low contact people.
● High contact service people include doctors and nursing staff who are engaged in
providing the services to the patients round the clock.
● Low contact service people include the administrators and supportive service people.

6) Process:
Process is an essential ingredient in the production and delivery of service. Since the
inseparable nature of services does not allow any differences in the production and delivery of
a medical service, process becomes an all-inclusive ‘P’ for service marketers. The process of
giving a treatment and the behavior of the persons (doctors, nurse, assisting staff etc) giving
the service is most important to the satisfaction of the patient. It includes all steps that the
patient goes through till the medication/treatment is received.
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7) Physical Evidence:
It includes all branded materials, the medicines, the Equipments and tools used by the doctors,
the medical reports, x-rays, etc. The physical evidence essentially wraps the service and
conveys an external image of what is inside to patients. The physical evidence also includes
admission office, signs, patient care room, medical equipment, recovery room, building
exterior, employee uniforms, reports and stationary, billing statements, website etc

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 TOPIC 3
THREE STAGE MODEL OF SERVICE

STAGE 1: PRE STAGE

The first stage in the service purchase process, where customers identify alternatives,
weigh benefits and risks, and make a purchase decision. Individual needs and
expectations are very important here because they influence what alternatives
customers will consider.
1) Arousal of need: Healthiness of a person is the utmost benefit that any living being can
gain. Hospital is in the business of providing better health services to its customers. A
person could feel illness or severe problems like heart pain and doctors may say to him to
carry a treatment (heart surgery) to get cured. This simple example could be explained as
the arousal of need. In other words, undergoing the surgery is the need arousal.
2) Information search: Under the Information search stage patient would seek possible
hospitals to carry on his operation. Based on diseases and emergencies, treatment patients
themselves or family can make which hospital to select. In case of operation i.e. struggle
between life and death. Therefore, choices should be made more wisely. To make a wise
decision customer need to have information. In this stage customers seek the information
about the hospitals, it’s standards, qualification of doctors and their experiences and of
course the price of the operation too. When it comes to an operation most of the time they
ask information from a person who has already undergone the same type of operation.
Customers clarify their messy points from these things.
3) Evaluation of alternatives: Evaluation of hospital service is difficult until one has not
been through it. But as per search attribute one can differentiate between hospitals based
on physical/tangible assets such as medical equipment and facilities they are having
compared to others. Some medical procedures are not evaluated until they are purchased
and experienced personally.
4) Purchase decision: Due to well experienced doctor panel, friendly staff and low-cost
surgery plans any hospital can become the most suitable choice of almost all.

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 → Perceived risk in purchasing and using hospital’s service:

The main problem is how the patients perceive the maintenance and availability of services
provided by them. It is measured as risk perception before the treatment, while the treatment,
and after the treatment. The risks are of two types, such as, antecedent risk of the patients
and perceived risk behaviour of the patients.
Antecedent risks of the patients are affected by various factors. They are immoral motivation
of the doctors, doctors’ cognitive capacity, threat caused by the affective statements of the
doctors and emotional imbalance of patients’ behaviour at the time of visiting the doctors.
Perceived risk of the patients are affected by poor infrastructure of the institution, high
financial burden to the patients for medication, imbalanced social status of the patient's poor
performance of the hospital, high psychological stress of the patients, patients poor knowledge
and awareness of the medication, and the failure of the service providers to execute risk
management in their premises.
Types of Perceived Risk:
1. Functional Risk: About Succession of Treatment, Side effects of medicines

2. Financial Risk: About Monetary Loss, During one operation the new disease arrival cost

3. Temporal Risk: About Wasting time, Waiting in Queue

4. Physical Risk: About Damage to any body part

5. Social Risk: About Chosen Hospital

6. Sensory Risk: About Smell, Dirtiness, Noise (Any from 5 Senses)

→ Customer Service Expectations:

Customer expectation encompasses everything that a customer expects from a product,
service or organisation. Customer expectations are created in the minds of customers based
upon their individual experiences and what they have learned, combined with their pre-
existing experience and knowledge.

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 Ideal Expectations

Normative Expectations

Experience based norm

Acceptable Expectations

Minimum tolerable expectations

1. Ideal Expectations: Experts Doctors , Successful Operations at affordable price

2. Normative Expectations : Opportunity cost benefit ( If select hospital A instead of B)

3. Experience based norm: Relative get cured
4. Acceptable Expectations: Attend in emergency
5. Minimum tolerable expectations: No side effects

→ Factors influencing expectations: Zone Of Tolerance:

Hospital services are heterogeneous i.e. performance of hospitals may vary across providers,
across employees of same provider. The extent to which customers recognize and are willing
to accept this variation, is called the Zone of tolerance. It is the range where customers do not
particularly notice the service performance of the hospitals. Hospital administration must try
to perform better than the best during this time period. It generates customer loyalty, footfall,
brand image and profit maximization.

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In the case of hospital sector administration must consider the following points for better
facilitation of services.
● Make realistic accurate promises that reflect the service actually delivered rather than
idealized version of service
● Ask contact people for feedback on the accuracy of promise made in advertising and
selling
● Ensure service tangibles accurately reflect the type and level of service provided.

● Use market research to determine sources of derived customer expectation and their
requirement
● Educate customers to understand their role and perform better.

● Identify influencers and opinion leaders for the service and concentrate marketing
efforts on them.

STAGE 2: SERVICE ENCOUNTER

The next stage is a service encounter stage which happens when the customer uses the service.
Service encounters range from high contact to low contact according to the industry of each
company. It is very important for service providers to observe or notice consumers at this stage
in order to understand and arrange pleasant offerings to customers during encounters.
Throughout service delivery between customers and organization that consists of different
levels of services which are high-contact services and low-contact services. Hospitals provide
high-contact service on their environment and the facilities to their customers because to carry
out a treatment (surgery) it is compulsory for a patient to physically appear in the hospital
(theatre room for surgery). We can also identify some low- contact services like customers
undertake the reports online, channel the doctor etc. During the service delivery, the customer
will start evaluating the quality of service they are receiving and deciding whether its services
meet his expectations. In this case the customer/patient decides whether the operation made his
pain cured or not and the surgery meets his expectation.

→ Theater as a metaphor:

In the service Encounter stage we can identify very special criteria namely Theatre as a
metaphor for service delivery. As William Shakespeare said ―All the world’s a stage and all
the men and women merely players. They have their exits and their entrances and each man in
his time plays many parts.‖ Same is developed for hospital shown below

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 Elements of Drama For Hospital

Actor/Actress Doctors, Nurses, Pharmacists, Receptionists

Costume Cloaks for doctors, unique dress code for

receptionists and other staff.

Dialogue Formal talk

Script Reports

Stage ICU, OPD and others

STAGE 3: POST ENCOUNTER

This is the stage after consumers use the service. Customers will evaluate the service
performance that we have received and compare it with their expectations. The service is
evaluated to dissatisfaction or satisfaction. If it is satisfaction, the customer would be happy and
give the satisfied information to other customers who are willing to undertake the same
treatment. If it is dissatisfaction, customers may complain and a negative image can be built
towards the hospital and also the doctors who have done the operation. If the performance is
below the customer's expectations, then the customer will be dissatisfied and will suffer
the consequences resulting from the mismatch. In this case dissatisfied customers tend to find
another hospital. Dissatisfaction is the feeling experienced by a customer whose expectations
have not been met by a service. For example if the heart surgery failed there’s only less than
10% chance to live. If something bad happens definitely the reputation of the company would
be harmed. Patients tend to seek different hospitals to do their surgeries and they spread the bad
word. If the services meet the needs, satisfaction is likely to result which means
patients/customers are highly satisfied with the services, surgeries, medical treatments provided
by them.

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 TOPIC 4
SEGMENTATION, TARGETING, POSITIONING

Segmentation:

Market segmentation is the activity of dividing a broad consumer or business market, normally
consisting of existing and potential customers, into sub-groups of consumers based on some
type of shared characteristics.
• Demographic: all age groups, both genders, upper middle - middle class income
segment

• Geographic: Gujarat

• Psychological: 0 to minimum probability of failures, effective and fast recovery

• Behavioural: need for expertise of professional, reduced hospital visits after treatment

•
Targeting

A target market refers to a group of potential customers to whom a company wants to sell its
products and services.
• Age: people of 45yrs and above
• Income: middle class
• Patients of Surat
• Expert treatment for patients concerned with Ear, Nose and Throat Department(ENT),
Orthopaedic/Joint Replacement Department, Haematology Department, Radiology
Department and Physiotherapy Department.

Positioning:
Hospital where treatment is provided by expert doctors using latest technological equipments
at affordable price.

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 TOPIC 5
SERVICE CONCEPT: -

Core service + supplementary service + service delivery = Augmented service

Core Service
Each and every patient will get consultation/treatment according to his/her disease. The
available departments are as follows:
→ Physician Department
→ Ear, Nose and Throat Department(ENT)
→ Orthopedic/Joint Replacement Department
→ Hematology Department
→ Radiology Department
→ Physiotherapy Department
Blood Bank

Supplementary Services
Operation
→ Blood Bank Security
Theatre
→ Operation Theatre Providing
Consultation and
→ Pathology Treatment Pathology
Cafeteria
→ Pharmacy Lab

→ Radiology Laundry
→ Billing House Pharmacy
Keeping
→ House Keeping Radiology
Billing
→ Laundry
→ Cafeteria
→ Security

Delivery Services
Services i.e. treatment in our case will be provided mainly by doctors, nurses and other staff
will assist them.
Eg.- For blood test nurse will take blood and provide it to pathology lab for testing.
Dietician will care for food provided to patient as per their disease and need.

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 Flowchart:
→ People Possession: -
In health care industry, patients and visitors enter the service system as they are integral part
of the process.
In this industry, patients and visitors are fully interacted with the service provider i.e. staff of
Hospital.
They must spend time interacting and co-operating with the service providers like receptionist,
nurses, doctors, surrounding environment, physicians.

→ Flow of Consultation Process

Arrive at
Hospital

Reception/Book
Appointment

Waiting for
Consultation

Consultation

Payment

Leave Hospital

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→ Flow of Emergency Cases Process

Arrive at Hospital

Emergency Ward

Consulting by
Doctor

Transfer to
Room/Exit
Hospital

Deposit Money

Under
Consultation

Regular Check Up

Payment/Cashless
Mediclaim

Exit Hospital

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Flower of Service

1) Information
It includes the Patients and visitors getting information from websites, advertisements,
local people and search engine.
Apart from this indication in hospital guides visitors and patients how to behave like
Do not spit, Be Silent, do not smoke, Keep your phone on silent mode etc.
OPD Timing:
10 AM to 1 PM
4 PM to 7 PM
Visiting Hours:
10 AM to 12 PM
4 PM to 6 PM
2) Consultation
Receptionist schedules time for patients for consultation with doctors. Moreover, nurses
as well as physicians also take care of patients.
Physician diagnose patient problem and advise them.
3) Order Taking
If doctor advice patient to do medical check-up. X-Ray, MRI, CT Scan then patient has
to register themselves according to department or else assistant of doctor will provide
guidelines to meet with requirements.

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4) Hospitality
There will be proper sitting arrangement while waiting for their consultation. Moreover,
canteen and toilets facility for patients and visitors. In addition to this there will be
different elevators for patients, visitors and doctors. Huge Parking space for 2-Wheeler
as well as 4-Wheeler. Relative of patients only have to provide prescription and room
number at pharmacy. Then pharmacist will deliver medicines and requirements to the
room.
5) Safekeeping
Patients will be provided one cupboard to keep their bringing safe. Visitors will be
provided different space to keep their bringing.
6) Exceptions
It includes Request to hospital staff to provide special room. Apart from this hospital
will send ambulance on request in emergency cases. Patients who were discharged from
hospital will get special consultation discount for 3 months.
In case of complaints, responsible authority will listen complaints carefully and
investigate it properly and then they shall come to decision and convince visitors.
There would be two types of complaints in healthcare industry:
1) Infrastructure related complaint like no proper parking, no proper cleaning, no
proper drinking water facility, not proper waiting area etc.
2) Services related which given by staff like early discharge before proper treatment,
taking longer time to reverse deposit amount etc.
7) Billing
Billing should be done using software based on unique patient number. Hence the
chances of error will be minimized.
Billing will be done on services they received.
8) Payment
Payment will be done in two ways:
1) For Admitted Patients
They have to pay deposit amount as per their room category and pay amount
according to services they got.
If they have cashless mediclaim facility, they only have to pay deposit amount and
rest will be paid by respective company.
If they have reimbursement policy, then patient have to pay all the amount
periodically.

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 2) For OPD Patients
OPD patient have to pay after consultation. If they get medicine from pharmacy
store of hospital, then they have to pay at pharmacy’s billing counter. Payment
should be received cash, debit/credit card, net banking.

Branding decision:
→ Brand Name – FAITH multi-speciality hospital
→ Brand Positioning – Specialist Doctor with High Quality of Service mainly this
hospital will be known for specialist in physician, orthopaedic and haematologist.

Corporate Design

→ Logo

→ Uniform
Uniform will be of sky blue colour for nurses and support staff, no uniform for doctors.

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 TOPIC 6
PRICING
Competitive and well thought Prices at which these Services are provided. It includes all what
the patients pay to experience the full treatment.
Pricing is the most often used to describe the
Actual charge made by an organization. Pricing in hospital services is generally done by
keeping in view:
• The cost of running the hospital,
• The overheads,
• Salaries of the doctors, nurses and administrative staff,
• Cost of infrastructure,
• Bed occupancy,
• Quality of service etc.
→ Hypothetical price model:
Direct charges - Indirect charges -
● Doctor's consultation fees ● Housekeeping charges
● Diagnosis charges ● Pharmacy bills
● Hospital room charges ● Ambulance services charges
● Laboratory charges ● Charges for Amenities

Table: Hospital room charges

Category Facilities Deposit Price per day

of rooms (Rs.)

General Room with six to ten beds and a washroom. 5000/- 700/-
ward

Semi Air-conditioned room with two bed larger than a 10,000/- 2000/-
special single room, patient cot, an attendant cost,
room television, refrigerator, cupboard and sofa.

Special Individual air-conditioned room with attached 15,000/- 3000/-

room washroom, specially designed floor, television,
telephone and a couch

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 Intensive Air-conditioned rooms, inter connected by a 20,000/- 3500/-
care unit washroom, each room has a television, telephone
and a couch.

Different pricing buckets for health care

The Patient is highly charged in case of emergency.
Patient will not have to pay if they are eligible for government policies like MaaAmrutam card,
VatsalyaYojana.
Patient is highly charged on special requests like special room facility. Also we can charge
higher price for doctor visiting.
There is discount if older patient will take further consultation for 3 months.
15% discount is given to all patients on pharmaceutical products if patient will buy medicines
from same hospital.

Yield Management Quadrant: -

Duration of patient service is unpredictable. Some patient will stay four days, some patient
interact with service for half an hour. Hence, it is unpredictable.
The price for each patient is not fixed. It is highly variable based on disease he/she is suffering
and services they get. Therefore, our industry will under fall 4th quadrant.

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 TOPIC 7
PROMOTION AND DISTRIBUTION STRATEGY

Promotion:-
All the ways hospitals let them know about their services such as print media, electronic media
and social media.
The major source of promotion is word of mouth from satisfied customers and employees of
the hospital.
The promotions are supported by award and recognition won by the hospital and its experts.

Distribution: -
For our entity, we will distribute service by two ways. First one from website. From this,
visitors can make an inquiry, telephone number and location and so on.
From physical location, they will get services amenities, Doctor’s consultation, and
Pharmaceutical products and so on.
We will provide service delivery 24x7.

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 TOPIC 8
PEOPLE
People in hospitals are the patients, clients, customers, prospective patients, doctors, staff,
management – everyone – involved in the healthcare organization, facility, or practice.

PEOPLE AND THEIR ROLES:

1. Doctors (medical staff)
The patients may be treated by a number of doctors during your hospital stay – the consultant
(specialist), the registrar and the resident. Together they access and manage the medical care.
Depending on which hospital they are in, they may also be treated by interns and student
doctors who work under the supervision of the senior doctors.
Doctors – roles and responsibilities - Doctors have different roles and responsibilities based
on their level of experience and their medical specialty.
• Senior consultants – specialist doctors who see patients at specific times
• Registrars – senior doctors who supervise residents, interns and students
• Residents – look after patients on the ward and are in training for specialization
• Interns – have completed their studies and are now finishing their final year in hospital
• Student doctors – undergraduate medical students.
The resident is based on the ward and is typically the doctor you will see most often. The
registrar is the ward’s senior doctor and is usually contactable on site, while the senior
consultant (or specialist) attends ward rounds and meetings at specific times.

2. Nurses
Nurses manage most of your ongoing care and treatment in hospital. They assess, plan and
administer your daily treatment and manage your general health. Speak to them about your
immediate needs. They can also direct you to the right people to speak to about specific medical
issues.
Nurses – roles and responsibilities
Like doctors, nurses have different roles and responsibilities based on their experience and
specialties.
• Nurse unit manager – runs the ward
• Associate nurse unit manager – helps the nurse unit manager to run the ward and acts
as the manager when the nurse unit manager is off site

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 • Nurse practitioners – highly skilled nurses with an advanced level of training
• Specialist nurses, such as clinical nurse specialists, clinical nurse consultants, clinical
nurse educators, triage nurses, emergency department nurses
• Registered nurses – provide a high level of day-to-day care and perform some minor
procedures
• Enrolled nurses – provide basic medical care under the supervision of more senior
nurses.

3. Allied health professionals

Allied health professionals are university-educated practitioners who work as part of your
multidisciplinary healthcare team. They assess, diagnose and treat conditions and work to
prevent disease and disability.
Some examples of allied health professionals include:
• Dietitians
• Occupational therapists
• Pharmacists
• Physiotherapists
• Podiatrists
• Speech pathologists.
There may also be allied health assistants, who have been trained to help some of these allied
health professionals in a support role.

4. Other hospital staff

Keeping a hospital running requires a great deal of organization and administration. During
your hospital stay, you will see a wide range of support and administrative staff taking care of
everything from laundry and meals to patient transport and maintenance.
Hospital support staff during the stay include:
• Clinical assistants – take care of ward housekeeping
• Patient services assistants – bring meals and drinks
• Porters – take care of patient lifting and transport
• Volunteers – help with fundraising and ward visits
• Ward clerks – staff the ward reception desks.
• Guards or security - Take care of entry and exits and manage public in hospitals to
reduce chaos

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 FRONTLINE WORK IS DIFFICULT AND STRESSFUL:
"Front-line people are in the know; they are passionate, they care, and they are the ones who
are most connected to our patients. These people must be heard if we are to truly improve the
care we provide to patients and families while also managing our limited resources more
effectively,"
As front line employees are mediators between service providers and customers they might
need to perform various roles. It is referred to as a Boundary Spanning role.

Emotional Labor
Emotional labor is the process of managing feelings and expressions to achieve the professional
requirements of emotion when interacting with customers, co-workers and superiors.
The performance of emotional labor strategy mainly includes three aspects:
• Surface acting (SA, modifying facial expressions)
• Deep acting (DA, modifying inner feelings)
• Natural acting (NA).
Roles that have been identified as requiring emotional labor include many occupations in the
tertiary/service sector particularly within hospitals. Therefore, there is a great deal of emotional
labor for hospital workers who need face-to-face contact with patients for a long time at work.
The most frequently adopted strategy by doctors is natural acting, followed by deep acting and
surface acting. Surface acting could be more consistently problematic for employees’ well-
being than deep acting. When employees play surface acting, their self-authenticities are
damaged because of the internal and external conflict in emotion, and they will be prone to
psychological distress, fatigue and job dissatisfaction. Conversely, deep acting is an effortful
process through which employees change their internal feelings to align with organizational
expectations, and it is positively associated with organizational behavioral outcomes and
physical and mental well-being. Therefore, hospital service staff continuously prioritize and
integrate these complex emotions and specific situations.

CYCLE OF SUCCESS
For any firm to perform in cycle of success they need to follow effective HR practices which
will help them to move towards their goals. For that they need to hire, motivate and retain
engaged employees that are able and willing to deliver excellent service to customers with
providing proper compensation to employees as per their work and making customer

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experience better. This will make customers loyal towards the service provided by us and will
consider our hospital to get treatment and will spread positive word of mouth of the hospital.
Cycle of success applies to both employees and customers as both should be satisfied and
should have a positive attitude towards the service they are delivering and getting respectively.
Success can be achieved by following strategies.
1. Hire right people:
• Vet the best candidate: This includes thoroughly checking candidates' backgrounds as
well as contacting all references. Whether you're in search of a head surgeon or patient
care technician, past work relationships and previous employers can tell you a lot about
a candidate. No matter the level of the position, contacting all references and
researching the candidate thoroughly will ensure your hospital hires the most reliable,
honest personnel available.
• Revamp Recruiting Procedures: In order to find the best possible candidates, your
hospital's hiring department may need to take another look at its hiring procedures. Is
your hospital posting job openings on reputable medical sites? What other methods are
being used to market open positions? Are hiring managers conducting multiple-part
interviews? Asking your hiring department these questions will lead to revamping
hiring procedures.
• Offer Residencies and Internships: Offering residencies and internships as opposed to
long-term positions will help your hospital find the best fit possible. Residencies usually
last two years; more than enough time to decide whether a candidate works well with
employees and patients. Likewise, offering internships to candidates who don't have
much experience is another great way to ensure you choose the right hires. Many nurses
participate in paid internships as part of their training, which is a great opportunity for
your hospital to see how candidates respond to real life medical situations.
• Monitor New Employees Closely: This is the time when hospital department heads
monitor new staffers' work habits, personalities, working relationships, and bedside
manners. Once your hospital hires a new doctor or nurse, use the first few weeks of
their employment to monitor their activities and make sure they're the right fit.
2. Enable your people
When organisation have efficient people proper training should be provided which can lead to
better results. Here regardless of any organisation people of it should be given proper training
regarding

26
 • Organisation culture, purpose and strategy: getting commitments to firm’s strategy and
promote values such as excellence, responsiveness, respect, honesty and team spirit.
• Nurses should also be provided knowledge of service quality. They should know the
proper position and features of the product correctly.
• Empower your people: There are a number of ways to get staff more involved, and to
improve the quality of care. But it all starts with communication. “Ask questions of
your staff,”, “Ask ‘How are things going?’ and ‘Is there anything that keeps you from
doing your job?’’ Empowering staff does much more than boost morale, it improves
patient safety, lowers healthcare costs and can even generate revenue. It can lower
healthcare costs by eliminating unnecessary steps in the care process, reducing the need
for every matter to be brought to a manager’s attention. Collaboration should be
encouraged among all departments and employees, so that they collectively work as a
team which is highly required in hospitals. Staff meetings should go beyond operational
matters to identify challenges and opportunities for the organization and solicit input
on how to best address them.
3. Motivate and Energize people
When right people are hired and provided training it is necessary to formulate practices to retain
the best. On completion of assigned tasks or even routine people need motivation so that they
can perform the same or better in their next performance. Service staff must get the message
that providing quality service holds the key for them to be rewarded.
Ways to motivate service staff at hospitals are
• Provide change of perspective: multi-location practise where staff from one practice
can visit another practise.
• Designate treatment (surgery) head
• Celebrate Successes and Inspire Pride
• Don’t Skimp on Gratitude but Praise
• Allow them to speak and keep their voice
• Timely performance review - where positive and negative both should be
communicated.
4. Proper Compensation
Here the employees such as assistant doctor, nurse and other staff need to perform same task
daily that might be considered boring. Nor they can make changes in their work as doing so
might lead to problem that are faced by patients. So the compensation provided to all these
employees is motivating factor which can reduce the negaitve feeling of performing same task

27
everyday. If they do not get proper remuneration they might leave hospital and will work with
other hospital.

Taking care in above points will help hospital as employees in contact with patients right from
entering to hospital, getting treatment and getting discharge behave in certain way that will add
value of hospital in mind of patients and their relatives. Patient gets treatment nd more
importantly positive and supportive behaviour whiSo in near future if any problem arise where
our hospital in providing service than we would be considered by patient and will guide others
too to get treatment from our hospital.

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 TOPIC 9
PROCESS – BLUEPRINT

Setting standards:
Standards include the Hospital policies coma the method of processing patient treatments, upon
the treatment and the flow of delivering the services to the patient.

Physical evidence:
Physical evidence includes the tangible and intangible aspects of hospital that source is the
mean to communicate with the patience. Tangible cues include the hospital infrastructure,
ambulance, its website, its tools and equipments, employee uniforms, amenities, beds and the
rooms provided to the customers, the documents and building statements.

Line of visibility:
It is the point of customer interactions with the Frontline employees during the whole process
of Service Delivery and encounter.

Frontline employees and activities:

Frontline employees are those who come into face to face contact with the customers during
the service encounter. These activities include assisting the patient, completing the formalities,
doctors providing treatment, assistant Consultants supervising and analysing reports, personal
patient assistance bringing meal and medicines, clinical assistant conducting housekeeping
services etc.

Line of interaction:
This indicates the interaction between the front stage employees and backstage employees.
This is necessary because the front state employees activities are sometime supported by the
backstage employees efforts.

Backstage employee and activities:

Backstage employees are those who you are responsible for Service Delivery to the patients
but do not come into face to face contact with the patients. Their activities include receiving

29
the emergency calls assistant doctor providing reports to senior doctor, nose delivering needed
drugs during the time of treatment to the doctor etc.

Line of internal interaction:

Line of internal interaction indicates the interaction that takes place between the backstage
employees and the support staff.

Support staff and activities:

These are activities conducted by bhai support staff to improve the quality of backstage
employees and assist them in conducting their task.or example the floor nurse assigning the
housekeeping task to clinical assistant for making the room hygienic and clean coma
pharmacist providing drugs to the nurse before treatment coma Chef cooking food accounting
staff summarising all the bills etc.

IT supports system:
This is the information technology database that the Hospital uses to integrate all activities and
improve its functioning and efficiency. It includes hospital software that it keeps track of
capacity, reservation, customer records, Orders and billings etc.

30
Service Blueprint of getting treatment at hospital

31
 TOPIC 10
PHYSICAL EVIDENCE

Servicescape
→ Dimensions

Ambient Condition Spatial Layout Sign & Symbol

· Temperature/humidity · Layout (Ease for · Painting providing

· Ventilation convenience) energetic and lively feel
· Sound · Space · Artifacts
· Lighting · Traffic flow · Notice and Rules
· Aroma · Machinery · General signs
· Cleanliness · Equipment to facilitate · Direction for wards and
· Comfort smooth working facilities
· Colour (white and other · Credence certificate of
water shade light) doctor or hospital

→ Internal Response & Behaviour

There would be proper ventilation as proper circulation of air is necessary and if not possible,
proper air conditioning would be managed so patient and hospital staff would be less likely to
avoid their work. There would be instrumental sound which will help patient to heal at time of
their suffering at same time hospital staff will feel peace and follow their routine work without
delaying. Aroma that is smell of floor cleaner is avoided by staff as well as patient. It irritates them
so we will manage fragrance that will make both feels being present in lively environment. Colour
of hospital definitely would be white which spread feeling of peace. In addition to that some other
light shades of colour. Layout of facilities and equipment would be arranged at proper places which
leads to smooth flow of patient at time of treatment. If employees face problem in getting access
to equipment at time of need it is likely that their behaviour will be negative. Traffic flow is

32
necessary to maintained so that delivery of process and access by other Is not interrupted due to
people. If staff are interrupted by other person (traffic) will create negative behavior and might
lead to providing service with low engagement. Painting and artefacts would be placed at certain
positions which will generate feeling of happiness among everyone.

If certain things are not managed hospital staff despite of in need to provide treatment would be
less involved in delivery process.

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 TOPIC 11
STRATEGIES TO MANAGE DEMAND AND CAPACITY

Health systems today accept the need to lower the demand for hospital services and have tried a
variety of approaches with varying levels of success. Some approaches focus on patients and aim
to decrease demand directly. Others encourage clinicians to change the way they practice and
thereby lower demand (for example, by helping them shorten length of stay).

Managing capacity during high demand -

The need for hospitalization—and the risks it can entail—can be decreased through strategies that
improve patients’ health status or their decision-making skills.
• Improving patient’s health status: It can be done by timely prevention program by which
need to visit hospital can be minimised. Prevention program such as diseases management
program and patient’s involvement in treatment. Prevention programs would be designed to
keep healthy people from becoming sick or injured, as this can be most cost-effective when
they target patients with conditions that increase their risk of near-term hospitalization. Greater
patient involvement will reduce hospitalization rates only when alternative treatments are
available and have proved to provide equal or better outcomes. But in such cases, it can be an
effective way to lower the increased demand potential
For example, many older people suffer fractures and associated complications warranting
hospitalization when they fall. For this problem, we might create a program to improve balance
and muscle strength (essentially, a series of exercises performed three times per week).
• Helping patient make better decision: Decision aids, which give patients more information
about the risks and benefits of treatments, can also reduce the demand for hospital services.
Decision aids are particularly useful for patients contemplating elective surgery.
For example, patients often overestimate the benefits of surgery and do not always fully
comprehend the risks or the alternative treatments they could consider. Decision aids increase
their understanding of their options as a result; many patients decide against surgery or select
a less invasive alternative
• Discouraging prolonged length of stay: The stay of patient in a hospital should be minimised
by accurately developing a limit to hospital care and observation that must be provided to each

34
 customer. No patient should be discharged before he is medically fit but post treatment phase
of observation must be as least as possible. This will be beneficial to both customer and service
provider. The customer will be saved from unneeded hospital charges and the hospital facility
will also be able to serve other customers by adjusting the total service delivery period to each
customer. The discharged patients can then be assigned check up appointments in short periods
to ensure and track the impact of treatment on them. By this if any space is occupied by such
patients doing so could help hospitals to provide same space to other patient and provide
treatment.
• Reconfiguring the wards: Once the number of beds is decided we also need to decide upon
how we can arrange the necessities at time of urgency. For that we can reconfigure the wards
and setting inside it. Arrangement for extra beds at the time of emergency or over demand will
be done either by adjusting beds from other (differentiated class) wards of hospital or else they
need to arrange it on contractual basis from trusts. By this many patient can get treatment at
time of emergency.
• Collaboration with other hospitals: When there is increase in demand for any specific
treatment we can have collaboration with other hospital which has facilities required for that
treatment. Patient will use services of other hospital where the same doctor (service provider)
will visit that hospital for treatment.

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 TOPIC 12
WAITING LINES AND QUEUING THEORY

Waiting line and queuing system:

In hospital the waiting line is a major loophole which may reduce the service quality and
customer’s overall satisfaction.
The blueprint acts as a tool (hard measure) to determine the waiting spots in patient’s flow of
service encounter.

The red clocks shown in above image are the areas were customer wait time occurs, therefore
increasing the overall lead time of service delivery
The service productivity can be improved by reducing the waiting time of the customers.
We identify the waiting areas between
• Calling for ambulance –arrival of ambulance
• Entering the hospital – doctor arrives to check the patient
• After doctors check-up – completion of formalities
• Conducting the discharge formalities – making the bill payment

Strategies to reduce waiting lines

1. Gather patient information before their scheduled appointment. That's called prepping, and
if patients prep by providing their pertinent information before they arrive, it reduces the time they
fiddle with clipboard and pen while YOU wait.
2. Delegate documentation to other trained staff. A specialized staff for those delaying activities
such as trained general consultant is assigned to check and examine the patient on arrival at the
hospital, rather than actually waiting for the specialist to visit beforehand.
3. Design a survey to identify bottlenecks. Ask patients how long they're waiting, and how long
they're with the doctor. Then team up to analyze how you can do better.

36
4. Segregate front-desk duties. Each person has a specific job, such as phones or greetings. Etc
5. Schedule common activities such as blood test, x-rays, blood pressure checks or Coumadin
draws all on the same time slots of the day to minimize transitioning between differing levels of
care.
6. Develop multi-disciplinary protocols so the team follows predetermined standards for chest
pain, head injuries, etc.
7. Split tasks and procedures into serial or parallel processes. Serial: Reduce time spent per
step. Parallel: Focus on the longest step.eg: conduct patients basic information documenting in the
ambulance itself if possible, so as to reduce time in admission formalities.
8. Monetize your time. This one might sound a little off the wall, but according to Software
Advice’s survey, 22 percent of patients said they’d consider paying a small fee for a shorter wait
time. Sort of like how some airlines charge for luggage, seat room, beverages and earlier boarding
groups!

Ways to Put Your Patients at Ease While They Wait

Of course, sometimes a wait is inevitable. For those times, we will mitigate the inconvenience by:
1. Being direct with patients about how long they'll wait. Uncertainty breeds anxiety!
2. Making the wait more enjoyable. These include a TV, free WiFi and complimentary food and
beverages.
3. Offering patients the opportunity to see another practitioner.
4. Giving them a choice of places to wait: "well maintained waiting area, or examination room,"
5. Remind patients, as we apologize, that behind every wait time, there is usually a human
being—another patient.

The queuing system:

The queuing system followed in the hospital will be multi channel single phase system. (Shown in
the below diagram.)

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Since it is a multi-specialist hospital, the patients will demand for a specific type of treatment, like
for gynaecologist, orthopaedic etc
Therefore the queue can be better managed by this system as the patient will be directed to different
sections and doctors for consultation even parallel at times. This improves the efficiency to handle
more number of doctors at the same time.

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 TOPIC 13
SERVICE QUALITY AND PRODUCTIVITY

SERVICE QUALITY :
We define service quality from the users perspective as consistently meeting for exceeding
customer expectations.
A prominent focus of both academic and practical research has involved identifying the
dimensions of service quality. Considerable exploratory and empirical work resulted in the
identification of five dimensions:
• Assurance: Knowledge and courtesy of employees and their ability to inspire trust and
confidence.
• Empathy: Caring, individualized attention the firm provides its customers.
• Reliability: Ability to perform the promised services dependably and accurately.
• Responsiveness: Willingness to help customers and provide prompt services.
• Tangible: Appearance of physical facilities, equipment, personnel, and communication,
materials.

GAP MODEL :
Service failures and causes could be explained by understanding the existing gaps.
Customer gap is the difference between Customer expectations and perceptions – the service
quality gap. Perceived service quality can be defined as the difference between consumers‘
expectation and Perceptions which eventually depends on the size and the direction of the four
gaps concerning the delivery of service quality on the company‘s side.

The Service Quality model has a total of five gaps

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Figure: GAP model.

GAP 1 - The knowledge gap

The knowledge gap is the difference between customer expectations of service and company
understanding of those expectations. A primary cause in many firms for not meeting customer
expectations – that is, the customer gap – is that the firm lacks accurate understanding of exactly
what those expectations are.

Examples of the Service Gap in a hospital:

1. Lack of adequate, formal and friendly behavior:
Patients are very sensitive towards their health so they should also be treated delicately.
Doctors are very busy sometimes they don’t give proper suggestions and attention towards
patients. As a result patients also feel hesitant to openly share what problems he/she is facing.
Friendly attitude of doctors makes patients become more comfortable.
2. Lack of female doctors:
Women in our country are very shy and conservative. Majority of female patients demand a
female doctor for a checkup. The hospital has few doctors and mostly they are male.
3. No Emergency Room:
The hospital doesn’t have a separate emergency room. So the services for emergency situations
like accident, trauma, and burn patients are treated in a common room. As a result patients are
not getting proper attention.

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Gap 2 - The design and standard gap
This gap is concerned with translating customer expectations into actual service designs and
developing standards to measure service operations against customer expectations.

Examples of the Service Gap in a hospital:

1. Smaller waiting room:
Hospital is very small in size and doesn't have sufficient space. Patients are very
dissatisfied that there are no separate waiting rooms. Even sitting arrangements are not
enough. Many patients may have to stand for a long time even if they are in critical
condition and wait for their serial to come.
2. No car parking facility:
The hospital is situated on the edge of the main road. There is no garage for car or
motorcycle parking, patients face difficulty if they travel by their own transport.
3. Visiting hours policy:
The visiting hours of the hospital is only 2 hours allowing only 2 persons to visit per patient.
Such visiting hours are very short and dissatisfying for the visitors and patient as well.
4. Few departments present for service:
The hospital has only three departments such as Medicine, Pathology and Guynae but
absence of other departments like Surgery, Eye, ENT Pediatrics causes dissatisfaction and
also patients mark their services as underrated.
5. Monitoring work:
All the hospitals need to have a proper monitoring panel to execute and manage all the
coordinated work of the doctors, nurses and other staff. But if the hospital lacks the proper
monitoring the patients are not satisfied.

Gap 3 - The service performance gap

The service performance gap must be close to make sure there is no discrepancy between
customer-driven service design and standards and actual service delivery. Even when guidelines
exist for performing service well and treating customers correctly, high-quality service
performance is not a certainty. Standards must be backed by appropriate resources (people, system,

41
and technology) and also must be enforced to be effective – that is, employees must be measured
and compensated on the basis of performance along those standards.
.
Examples of the Service Gap in a hospital:
1. Lack of modern technology :
Hospitals lack use of modern technology in all areas from investigation of diseases to provide
reports. Important investigations like CT scan, MRI should be included.
2. No ambulance service :
Ambulance service is crucial for the patients. Some patients are in very critical condition and
need extra care .Twenty- four hour ambulance service is needed for hospital patients.
3. No home pregnancy delivery services :
Some pregnant ladies may be in very serious condition so they need home delivery services.
Normal delivery under supervision of a doctor or trained nurse can save the life of both mother
and baby. But hospitals don't provide these services.
4. Delay in making Appointment :
Patients routinely face long delays when making an appointment with a doctor in hospital. Half
of primary care patients wait two or fewer days for an appointment as a result some patients
are dissatisfied.
5. Maintenance of hygiene :
Hygiene is one of the most important factors for hospitals. Due to the small number of working
staff, hospitals are unable to maintain proper hygiene.
6. No separate female washroom :
Hospital provides a common washroom. More than fifty percent of the patients are female.
They feel embarrassed to use the washroom which does not provide adequate privacy. So the
clinic needs to provide a female toilet.

Gap 4 - Communication Gap

Even when a firm has done everything suggested by the other three gaps to ensure service quality,
there can still be a failure to meet customer expectations if communications about the service does
not match with what is delivered. Thus, the final provider gap that must be closed is the
communication gap, or gap 4. This gap focuses on the differences between service delivery and

42
what is communicated externally to customers through advertising, pricing, and other forms of
communications.

Examples of the Service Gap in a hospital:

1. Free Friday checkup services:
Assuming a hospital provides free Friday checkup services to its patients according to its csr
campaign. Patients who are very poor come to the clinic for free checkups and tests. But some
patients do not get proper attention and friendly behavior from the checkup assistance showing
poor communication and decay of service quality as a whole.
2. Delay in providing reports:
The hospital has few doctors and nurses. As a result, delivery of reports is delayed maximum
time. Patients get very annoyed and lose their temper.
3. High fees charged for consultation and tests done:
Hospital charges high for visiting doctors and pathological tests. Patients who come to the
hospital are mostly middle class people and cannot afford such high prices charged by the
clinic.
4. Proper consultancy not given:
Huge number of patients who are not well educated come to hospital. These patients need
proper advice and health tips. But as there are few doctors, patients do not get much time and
support from them.
5. Long Wait in Reception Area:
Time is important. When patients have to wait 10 minutes or longer, they become upset and
frustrated. If the practice is running behind, it's best to let patients know .Patients of the hospital
have to wait for a long time as there is no serial system and no supervision.
6. Food service in hospitals is not up to mark:
All the hospitals provide food for the indoor patients three times a day. The hospital also
provides food but the taste and presentation of the food lack the appeal of a delicious food.
Most of the patients complained about it. Shortage of staff might be a cause of this problem.

Gap 5 - Perception Gap

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The perception gap is the difference between customer expectations and customer perceptions.
Customer expectation is what the customer expects according to available resources and is
influenced by cultural background, family lifestyle, personality, demographic, advertising,
experience with similar products and information available online. Customer perception is totally
subjective and is based on the customer’s interaction with the product or service. Perception is
derived from the customer’s satisfaction of the specific product or service and the quality of service
delivery. The perception gap is the most important gap and in an ideal world the the customer's
expectation would be almost identical to the customer’s perception.

Examples of the Service Gap in a hospital :

Customer Expectations - factors influencing Customer Expectations:
1. Word of mouth: If patients are satisfied they will spread good comments about the hospital.
Patients depend on the judgments of people close to them such as relatives, colleagues and
friends.
2. Personal needs: Patients will be happy if they get the desired level of service from hospital.
Some patients may feel dissatisfied if they are not given proper attention.
3. Past experience: Most of the hospital patients relate present services with the past
experiences which is a moderate level of satisfaction.

Examples Major customer Expectations: Examples Major Customer perception:

1. Doctors pay full attention to their 1. Moderate health services : Hospital

complaints : Patients expect doctors
will carefully listen and understand
their complaints, show sympathetic
attitude towards their problem. They
believe that if the doctors listen to
them, they will be cured.
2. Patients expect proper treatment :
Patients expect proper treatment for
all types of illness. Especially for
provides moderate level of services to its
patients. Treatment to consultation all
slightly touches marginal level of
satisfaction. Some patients therefore
may not be fully satisfied.
2. Costly investigations : Some of the
laboratory investigations like x-ray, blood
examinations are higher than other

44
 chronic diseases they want hospitals. So many of the patients cannot
appropriate treatment. Proper afford such higher costs.
treatment is needed for a healthy and 3. Limited time from doctors :
good future. Doctors don’t spend much time on one
3. Caring attitude : Patients expect a patient. As a result some patients feel
caring attitude from all levels of deprived and less important.
workers starting from doctors to 4. Inefficient management : The
ward boys. Caring attitude gives management of the patient from reception
them comfort, trust and a sense of to admission is not properly coordinated.
reliability. The patient feels happy As a result, patients get confused about
and satisfied if the attitude towards where to go for investigation or
them is comforting and friendly. admission. There is also a lack of
4. Economic charges : Patients expect communication between reception and
economic charges for visiting workers indoors. Sometimes it harasses
doctors and laboratory the patients.
investigations. They also expect a
fair rate for the indoor stay charges.
So that they can afford all the
expenses for their treatment.

MEASURING SERVICE QUALITY GAP :

By serqual questionnaire:

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“ To study the perception towards service quality provided by the Hospital.”
Please use this (√) symbol to give your opinion.

No Factors Strongly Agree Neutral Disagree Strongly

. Agree Disagree
Tangibility
1 Convenient to Inpatient unit location

2 Cleanliness, tidiness and comfort of the

bedroom
3 lighting and bedroom ventilation

4 Completeness of bedroom facilities

5 Cleanliness of the bathroom and
availability of clean water
6 The availability of medication required
by the patient
7 Neatness and cleanliness of the
appearance of doctors and nurses
8 Taste and variety of food menu served

Reliability:
9 Fast, accurate examination, treatment
and
treatment services
10 The patient's examination schedule is
performed appropriately
11 The service procedure is not complicated
12 Easy to contact the hospital staff
Responsiveness:
13 The nurse's alertness when the patient
needs help
14 The ability of doctors and nurses to

46
 resolve patient complaints

15 Doctors and nurses provide a clear and

understandable information
Assurance:
16 Attention to patients who need service
17 The availability of doctors and nurses at
the time of patient need
18 The ability of doctors to analyze the
disease
19 The accuracy of the medical
team handles the patient
Empathy:
20 Patience of nurses in caring for patients
21 Courtesy and hospitality of nurses and
doctors
22 Patient easy complaint submission

23 The ability of doctors and nurses

to provide moral support to
patients
24 Service to all patients regardless of
social status

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 BIBLIOGRAPHY

• https://www.surgeryencyclopedia.com/Fi-La/Hospital-Services.html
• https://www.betterhealth.vic.gov.au/health/servicesandsupport/hospital-staff-roles
• https://www.healthecareers.com/article/healthcare-news/15-ways-to-reduce-patient-
wait-times

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