Running Head: HEALTH CARE LEARNING FROM OTHER SECTORS 1

Health Care Learning from Other Sectors

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HEALTH CARE LEARNING FROM OTHER SECTORS 2

Introduction

Health care managers describe their organization as one of the most unique and chaotic

industry since their actions and decisions directly impact on patients. However, analysts and

researchers have suggested that there are several similarities and opportunities from other

industries that health care can learn from to improve its operations and workforce (Jahangirian et

al., 2012). In most organizations, especially in the hospitality industry, the key focus is on

customers. Every operation or decision made is aimed at enhancing customers' experience and

responding to their needs (Sujan et al., 2017). The article will cover specific management

techniques, operation practices, and technology that Healthcare industry can learn from

hospitality industry to improve its workforce and operations.

Practices that Healthcare Industry can learn from Hospitality Industry

The Healthcare industry has been characterized by the most ineffective sector in the economy,

where many economists are looking at the hospitality industry as useful models to change that. In

a recent article in The New Yorker, a popular surgeon compared the healthcare industry with a

cheesecake restaurant where he recommended the healthcare industry to embrace the restaurant

from its quality meals, reasonable pricing, and predictable experiences (Gawande, 2012). The

surgeon criticized healthcare on described standardized care delivery (Big Med), which does not

take a position to patient-centered care. Healthcare providers need to master the type of care

delivery they offer to the patients by balancing the demand for increased efficiency and

standardization to provide consistent high predictable products at affordable prices to all patients.

The hospitality industry has long been admired by healthcare, especially from how the

organization relates to its customers and prioritizes customer demands. In every business,

customers are the critical determiners of their success or failure. Like in hotels, hospitals are
HEALTH CARE LEARNING FROM OTHER SECTORS 3

supposed to focus on the key basic tasks that influence patients’ satisfaction rather than spending

more money on increasing patients' lavish features (Sujan et al., 2017). Like the hotels-style

room services, patients can be introduced to meal delivery, restaurant-style menu, attentive care

gives to allow patients to take more control over their choices on meals and when to take them.

 In addition, hospitals can too engage in enhancing customers' experience by creating leisure

amenities such as fireplaces, waterfalls, aquariums, private rooms, comfortable waiting rooms,

and calm music to nurture a healing environment to the patients (Jahangirian et al., 2012).

Besides, Patients value the mode of interaction and information delivery. Like customers in

hotels, hospitals need to enhance patient satisfaction by embracing effective communication

among nurses and physicians, staff responsiveness, patients' pain management, discharge

information, and hospital hygiene and quietness. Patients may receive proper medical attention,

but they mainly count on how well their emotional, physical, and hygiene are handled at the

hospital.  

Conclusion

Healthcare providers need to acknowledge patients' demands and experience in hospital. Like

quests in hotels, they require attention to standard services that met their needs. Hospitals need to

embrace leadership and management practices of hotels in focusing on customer-centric services

and improving customer experiences in all operations and decisions made.

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HEALTH CARE LEARNING FROM OTHER SECTORS 4

References

Gawande.A. (2012). BIG MED; Restaurant chains have managed to combine quality control,

cost control, and innovation. Can health care? newyorker.com. Retrieve from:

https://www.newyorker.com/magazine/2012/08/13/big-med?verso=true

Jahangirian, M., Naseer, A., Stergioulas, L., Young, T., Eldabi, T., Brailsford, S., ... & Harper, P.

(2012). Simulation in health-care: lessons from other sectors. Operational Research, 12(1),

45-55.

Sujan, M. A., Habli, I., Kelly, T. P., Gühnemann, A., Pozzi, S., & Johnson, C. W. (2017). How

can health care organisations make and justify decisions about risk reduction? Lessons from a

cross-industry review and a health care stakeholder consensus development

process. Reliability Engineering & System Safety, 161, 1-11.