A STUDY ON FLOOR

MANAGEMENT
PERFORMED AT: - goodace hospital
AC-94, Prafulla Kanan (East). Keshtopur , Kolkata, India, West Bengal

By Raja Das
Bachelor in Hospital Administration 3rd Year, 5 Th Semester
Roll No.: 23328010004
Registration No:202005589 OF 2020-2021
International Institute of Hospital Management & Allied Health
Sciences
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 APROVAL FROM

Name: RAJA DAS

Roll No.: 23328010004

Reg. No.: 202005589 OF 2020-2021

Degree: BHA- Bachelor in Hospital Administration

Institute: International Institute of Hospital Management & Allied Health

Sciences

Duration of Training: 1 Months (27.07.2023-26.08.2023)

Place of Training: Goodace Hospital

Project Guide: Mr. Tanmoy Majumder (HOI of IIHMAHS)

I hereby declare that all above furnished information are truth and of best of my
knowledge.

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Project Guide Signature
Candidate’s Signature

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 DECLARATION

This project, titled "A Study on Floor Management” is a part of our educational
activity for the West Bengal University of Health Sciences.

I, the undersigned RAJA DAS, student of BHA Sem-5 hereby declare that the
project work presented in this report is my own work and experience which I
gathered during my training session in Goodace Hospital and It has been carried
out under the supervision of Professor Tanmoy Majumder, HOI of
INTERNATIONAL INSTITUTE OF HOSPITAL MANAGEMENT AND
ALLIED HEALTH SCIENCE.

This work has not been previously submitted to any other university for any
examination.

I hereby declare that the entire content of my project work is true and that I am not
required to submit it to any award programmes or seminars in order to further my
own needs for social status.

Date: - Signature of
Student

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d

O
CONTENT

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 ACKNOWLEDGEMENT

I would like to express my special thank of gratitude to my HOD as well as my

project guide Mr. Tanmoy Majumder and all my Institution teachers’ Ms.
Debanjali Biswas, Ms. Saiony Roy, Ms. Saiony Nandi.

I’m also appreciative of Ms. MedhawiVerma (Managing Director, Kalyani General

Hospital) for her invaluable assistance.

I’m also appreciative of Mr. Sanjit Singh’s (CEO, Kalyani General Hospital)
tremendous assistance.

who gave me the golden opportunity to do this wonderful project on the topic A
STUDY ON FLOOR MANAGEMENT. I would like to thank KALYANI
GENERALHOSPITAL for allowing me to complete 2 months training program in
their hospital and make a project report on it. I am really thankful to them
Secondly; I would also like to thank my parents and friends who helped me a lot in
finalizing this project within the limited time frame.

Date: -

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Place: - Signature of
Student

EXECUTIVE SUMMARY

This project is regarding the Floor Management on Goodace Hospital.

A hospital is an institution for diagnosing and treating the sick and injured. This
overview enlightened us with their hospital history and their future plans.

During my training session, I got to learn about the location of various

departments and their work flow. It followed by providing the staffing pattern and
its organisational hierarchy.

The overview of hospital made me encounter various administrative problems

which I have broadly discussed in this project with relevant solutions as well as
had data analysis which are represented in charts throughout the project. Finally, I
provided the summary and the sources that I used to finish my project.

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 INTRODUCTION

A hospital is a type of healthcare facility that offers specialised medical staff,

auxiliary medical staff, and medical equipment to treat patients. The most well-
known kind of hospital is a general hospital, which usually has an emergency room
for treating patients with life-threatening conditions like burn and accident victims
or unexpected illnesses. Usually, the largest hospital in the area, a district hospital
has many beds for critical care and extra beds for patients in need of long-term
care. Trauma centres, rehabilitation facilities, paediatric hospitals, geriatric
hospitals, and hospitals catering to particular medical needs like mental health
treatment (see psychiatric hospital) and specific disease categories are examples of
specialised hospitals. Compared to general hospitals, specialised hospitals can
assist in lowering healthcare costs.

In a teaching hospital, students studying health sciences and auxiliary healthcare

are taught alongside patient care. A clinic is a general term for a health science
facility that is smaller than a hospital. Hospitals offer a variety of speciality units
like cardiology as well as departments like surgery and urgent care. Certain
hospitals feature chronic treatment units, while others have outpatient departments.
Radiology, Pathology, and Pharmacy are common support units.

Generally speaking, hospitals are financed by the government, for-profit or

nonprofit health organisations, health insurance providers, or charities, including
direct charitable contributions. In the past, charitable individuals and leaders, as
well as religious orders, have frequently founded and funded hospitals.

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Professional doctors, surgeons, nurses, and other health care providers now make
up the majority of the hospital staff, as opposed to the past when volunteers or
members of founding religious orders handled this task. Nonetheless, a number of
other Christian faiths, such as the Methodists and Lutherans, as well as a number
of Catholic religious orders, such as the Alexians and the Bon Secours Sisters,
continued to concentrate on hospital ministry in the late 1990s. According to the
word's original definition, hospitals were "places of hospitality," and certain
institutions' names still reflect this original meaning. One such example is the
Royal Hospital Chelsea, which was founded in 1681 as a retirement and nursing
home for former soldiers.

During the Middle Ages, hospitals served different functions from modern
institutions in that they were alms-houses for the poor, hostels for pilgrims, or
hospital schools. The word "hospital" comes from the Latin hospes, signifying a
stranger or foreigner, hence a guest. Another noun derived from
this, hospitium came to signify hospitality, that is the relation between guest and
sheltered, hospitality, friendliness, and hospitable reception. By metonymy, the
Latin word then came to mean a guest-chamber, guest's lodging, an inn.
[5]
Hospes is thus the root for the English words host (where the p was dropped for
convenience of pronunciation) hospitality, hospice, hostel, and hotel. The latter
modern word derives from Latin via the Old French romance word hostel, which
developed a silent s, which letter was eventually removed from the word, the loss
of which is signified by a circumflex in the modern French word hôtel. The
German word Spital shares similar roots.

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Types of Hospital: -

Some patients go to a hospital just for diagnosis, treatment, or therapy and then
leave ("outpatients") without staying overnight; while others are "admitted" and
stay overnight or for several days or weeks or months ("inpatients"). Hospitals are
usually distinguished from other types of medical facilities by their ability to admit
and care for inpatients whilst the others, which are smaller, are often described
as clinics.

1. General and acute care: -

This is where "general hospital" reroutes. See General Hospital for the American
soap opera. See General hospital (disambiguation) for additional uses.

Acute-care hospitals, commonly referred to as general hospitals, are the most well-
known kind of hospitals. These facilities treat a wide range of illnesses and
injuries, and they typically feature a trauma centre or emergency department (also
referred to as "accident & emergency") to handle life-threatening situations.
Numerous hospitals with different facilities and sizes may be found in larger cities.
Particularly in the US and Canada, some hospitals operate their own ambulance
services.

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 2. District Hospital: -

Usually, the largest hospital in the area, a district hospital has many beds available
for critical care, acute care, and long-term care.

A particular type of healthcare facility established soon after World War II in

California is referred to as a "district hospital" in order to solve the lack of hospital
beds in many rural areas. District hospitals continue to be the only publicly owned
hospitals in 19 of California's counties and the only hospital that is locally
accessible in nine more counties when one or more other hospitals are located at a
significant distance from a local community.

District hospitals comprise twenty of California's critical-access hospitals and

twenty of the state's rural hospitals. They are created by local governments, have
boards that are chosen by their respective communities, and are there to meet local
needs.

They play a crucial role in providing healthcare to patients who do not have
insurance or who are enrolled in Medi-Cal, California's Medicaid programme that
serves low-income individuals, some older citizens, people with disabilities,
children in foster care, and pregnant women.

In California, district hospitals rendered uncompensated care worth $54 million in

2012.

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 3. Specialized Hospital: -

One or a few related medical specialisations are the sole focus of a specialty
hospital. Rehab hospitals, paediatric hospitals, geriatric hospitals, long-term acute
care facilities, and hospitals catering to particular medical needs like mental health
issues (see psychiatric hospital), cancer treatment, specific disease categories like
cardiac, oncology, or orthopaedic issues, and so on are some of the subtypes.

Fachkrankenhaus is the term for specialty hospitals in Germany; Fachkrankenhaus

Coswig is one such facility that offers thoracic surgery.

Super-specialty hospitals are the term used in India to refer to specialist hospitals
as opposed to multispecialty hospitals, which are made up of multiple specialties.

Specialised hospitals can help reduce health care costs compared to general
hospitals. For example, Narayana Health's cardiac unit in Bangalore specialises in
cardiac surgery and allows for a significantly greater number of patients. It has
3,000 beds and performs 3,000 in paediatric cardiac operations annually, the
largest number in the world for such a facility.

Surgeons are paid on a fixed salary instead of per operation, thus when the
number of procedures increases, the hospital is able to take advantage
of economies of scale and reduce its cost per procedure. Each specialist may also
become more efficient by working on one procedure like a production line.

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 4. Teaching Hospital: -

A teaching hospital delivers healthcare to patients as well as training to

prospective medical professionals such as medical students and student nurses.

It may be linked to a medical school or nursing school, and may be involved

in medical research. Students may also observe clinical work in the hospital.

5. Clinics: -

Although most clinics offer only outpatient care, some might have a small number
of inpatient beds and a restricted menu of services that are typically found in
hospitals.

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 OBJECTIVES

A floor manager in a hospital plays a crucial role in ensuring the efficient operation
of a specific section or floor within the healthcare facility. Their objectives
typically include:

a. Patient Flow Optimization:

Make sure patients are moved through the healthcare process as efficiently as
possible, from admission to discharge.

Reduce the length of time patients must wait and any bottlenecks in various
hospital areas.

b. Resource Allocation:

To satisfy the demands of patient care, allocate personnel, supplies, and facilities
as efficiently as possible.

Make sure that the allocation of resources takes departmental needs and patient
acuity into account.

c. Staff Coordination and Supervision:

To guarantee efficient workflow, supervise and coordinate the actions of the

healthcare personnel on the floor.

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Encourage open communication and teamwork among the medical staff.

d. Quality of Care:

By making sure that set procedures and guidelines are followed, you can keep an
eye on and maintain the calibre of patient care provided on the floor.

Respond quickly to any problems or queries pertaining to patient care.

e. Emergency Response:

Create and carry out emergency response plans in case of unforeseen

circumstances, making sure personnel is equipped to handle crises.

In order to effectively handle crisis situations, collaborate with other departments.

f. Patient Satisfaction:

By quickly attending to patients' needs and concerns, concentrate on improving the

overall patient experience.

Put tactics into practice to raise patient satisfaction ratings.

g. Communication Hub:

act as a focal point for departmental communication, disseminating updates and

crucial information.

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Encourage communication between patients, their families, and healthcare
professionals.

h. Data Monitoring and Reporting:

Keep an eye on the key performance indicators (KPIs) for patient flow, resource
use, and other pertinent data.

Create reports on a regular basis to assess how well floor management techniques
are working.

i. Staff Training and Development:

Determine the healthcare staff's areas of need for training, then give them
continual instruction to improve their abilities.

Encourage a culture of professional growth and ongoing improvement.

j. Collaboration with Other Departments:

Work together with other hospital departments to resolve conflicts between

departments and guarantee that patient care is coordinated.

When necessary, take part in hospital-wide projects and initiatives.

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 REVIEW OF LITERATURE

It might seem strange to state that a hospital's first rule is that it must not cause

harm to patients.

You win and lose when you treat a disease. No matter what happens, if you treat

someone well, you will come out on top.

Domenico Mastandrea, Angelo Marino, Antonio Lasora, Scott Leuchten, Juan F,

Oata, D.O., and David Yens (2008) conducted a review on patient satisfaction of

an inner city level one trauma centre’s emergency department through surveying

hospital visitors with the goal of making changes to the emergency department

waiting room in accordance with patient perceptions and increasing usage and

performance of the emergency department as satisfied.

We are also skilled at providing service options in the area of corporate training.

Working as a technical consultant on cutting-edge technology, our experienced

experts' soft skill training enables us to successfully lead on-site soft skills training

programmes that benefit businesses and large organisations.

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According to Sakharkar (2009), an outpatient is a person who receives diagnostic,

therapeutic, or preventive services through a hospital's facilities but is not currently

registered as an inpatient. Patient satisfaction with healthcare is significantly

influenced by the care given by doctors, nurses, and support staff. This dimension

includes their knowledge, wisdom, friendliness, warmth, and responsiveness.

Process of clinical care: Because treatment processes and care outcomes are

important indicators of patient satisfaction with medical care administrative

procedures, this dimension covers the patient's experience with clinical processes

(treatment processes and outcomes) in the hospital.

This dimension includes because they are important measures of patients'

satisfaction with their care. Administrative procedures. This aspect looks at how

the patient interacted with the administrative (admission, process, and exit

procedures) aspects of the hospital because these are crucial markers of how

satisfied the patient is with their overall experience receiving medical care.

indicators of safety. overall satisfaction with the medical care received This

dimension evaluates the patient's overall experience with the hospital, the

likelihood that the patient will recommend the hospital to a family member or

friend, the care expected and received at the hospital, and the hospital's quality of

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care in comparison to other similar hospitals. in line with Duggirala, Rajendran,

&Anantharaman's (2008) discussion.

Patient satisfaction surveys, according to Mpinga & Chastonay (2011), have

potential political, social, and ethical implications in their more technical aspects,

which increases their value as a tool for monitoring the right to health. Patient

satisfaction is built on moral and ethical principles. Health professionals should

uphold the principles of autonomy (freedom of choice, participation, etc.),

beneficence, and non-malfeasance (sound science, technical proficiency, empathy,

etc.) and be a fundamental component of the mechanisms of implementation,

monitoring, and enforcement of patient fundamental rights.

In the future, patient satisfaction might be taken into account as a right to health

indicator, contributing to the monitoring of the advancements made in terms of

implementing the right to health for the populations they are responsible for.

Studies on patient satisfaction do, in fact, provide useful data on the availability of

high-quality healthcare, as well as on patient participation, information flow, and

the appropriate/inappropriate distribution of resources. These data are ultimately of

interest to those who make decisions about health policy. Hospital efforts to

improve the atmosphere of physician-hospital relationships may not result in an

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increase in admissions. This is because strategies to boost physician satisfaction or

ease tensions with the medical staff, or both, may not be effective.

You become, in hospitals, healthcare facilities, and homes, the crossroads of a

thousand relationships, requiring attention, competence, and compassion, in

addition to being in contact with the sick.

Following a protocol is never enough due to the uniqueness of each situation;

instead, a constant effort of discernment and attention to the unique person is

required. All of this turns your line of work into a genuine mission and qualifies of

as a humanity.

Medicine really matured me as a person because, as a physician you’re obviously

dealing with life and death issues... if you can handle that, you can handle

anything.

Marley, Kathryn A, Collier, David A, Susan Meyer ,2004, studied that hospital

managers decisions and actions focuses mainly on two important aspects of

hospital care. One is what patient receives and second how health care services are

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delivered to the patients. They conducted the study on 202 U.S hospitals and

emphasized on equal importance of process quality and clinical quality.

Hospitals, in particular, university or research hospitals, are part of health

innovation systems, which can be theorized as distributed systems because of their

extensive division of labour and complex collaborative approach to the application

of useful knowledge.

The role of individual doctors as innovators has been covered extensively in the

history of medical technologies but has to be understood within a complex

institutional environment and in relation to long-term epistemic and cultural

change.

Although there is a division of labour among the individual participants, many of

the tasks performed by each agent cannot be completed without the contributions

of other agents. Thus, actor groups have multiple and mutual dependencies, which

create the systemic quality of health innovation.

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C Joseph and S Nicholas ,2007 conducted the study over 200 patients who visited

Diabetic and renal public health clinic with the aim to access patient satisfaction

and their quality of life to improve the health status of people by promoting

wellness and providing quality health care in an efficient, equitable and sustainable

manner

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 HOSPITAL PROFILE

GoodAce Hospital, founded on June 18, 2021, is a healthcare provider that is

tucked away in the community. The hospital can accommodate a wide range of
medical needs with its 54 beds, which include 11 in the intensive care unit and 12
in our specialised ward.

GoodAce Hospital embraces a vision of reinventing healthcare standards and

places a high priority on fusing cutting-edge technology with humane care. The
institution's core is its unwavering dedication to providing individualised care and
patient support, which transcends its bed measure and infrastructure.

GoodAce Hospital's mission is to always improve, and it strives to provide cutting-

edge medical care in a healing environment. The organisation actively participates
in outreach and health education programmes in an effort to encourage wellness
and provide people the knowledge they need to make wise healthcare decisions.

GoodAce Hospital, run by a committed group of medical professionals, is the

perfect example of a facility committed to providing top-notch care. Their
knowledge guarantees that each patient receives the best care possible, reflecting
the hospital's guiding principles of kindness, morality, and unwavering
commitment. Essentially, GoodAce Hospital is committed to promoting the health
and welfare of the community it serves, and it is a symbol of care and support.

Beyond the number of beds, GoodAce Hospital's core value is its unwavering
dedication to offering each patient individualised care and support. The core of the

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hospital's mission is to provide patients with personalised attention, the highest
level of respect, and empathy in order to make them feel comfortable and dignified
throughout their medical journey.

Modern technology is combined with a human-cantered approach at GoodAce

Hospital, which is motivated by a vision to rethink healthcare paradigms. The
hospital upholds a culture of constant progress by making unrelenting investments
in the most recent medical developments, guaranteeing the provision of innovative
and efficient therapies.

The impact of GoodAce Hospital goes far beyond its actual location. The hospital
actively participates in community outreach and health education programmes
with the goal of raising health awareness and enabling members of the local
community to make knowledgeable healthcare decisions. Leaders in their
respective fields, committed healthcare professionals oversee GoodAce Hospital.
Every patient who walks through the hospital's doors is guaranteed to receive the
best care and support possible thanks to their experience and a compassionate,
honest culture.

Essentially, GoodAce Hospital is a haven where cutting-edge medical care and

unwavering compassion come together, rather than just being a healthcare facility.
Its dedication to promoting and assisting the health and welfare of the community
it is honoured to serve is unwavering.

This commitment is evident in every facet of the hospital's operations, including its
infrastructure, patient-cantered philosophy, innovation, community involvement,
and medical staff's wealth of knowledge. GoodAce Hospital significantly and

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favourably improves the lives of people it serves, exemplifying a dedication to
quality, innovation, and compassion.

THEORETICAL FRAMEWORK
Principles of Hospital Floor Management

1. Patient-Cantered Care:

High-quality, compassionate care should be provided to patients.

Patient Safety: Put procedures in place to reduce mistakes and guarantee patient
safety.

Encourage open and honest communication between patients, their families, and
healthcare professionals.

2. Optimal Workflow:

Simplified Procedures: Improve workflows to boost productivity without

sacrificing quality.

Allocation of Resources: Use personnel, equipment, and facilities with efficiency.

Task Assignment: Assign duties correctly to maximise employees' abilities.

3. Staff Management:

Team Collaboration: Promote cooperation and team spirit among medical staff
members.

Training and Development: Make continual training investments to keep personnel

abreast of best practices.

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When scheduling, make sure you have enough employees while taking their
workload and well-being into account.

4. Data-Driven Decision Making:

Analytics and Metrics: Make data-driven choices regarding patient care and
resource distribution.

Continuous Improvement: Review and update procedures on a regular basis in

light of data-driven insights.

5. Patient Flow Management:

Procedures for Admission and Release: Provide effective patient admission and
discharge procedures.

Bed management: To make room for new patients, maximise bed turnover and
utilisation.

6. Integration of Technology:

Electronic Health Records (EHR): Set up and improve EHR systems to facilitate
information access.

When appropriate, use telemedicine to conduct follow-ups and consultations from

a distance.

7. Emergency Readiness:

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Guidelines and Instruction: Create and maintain emergency response guidelines on
a regular basis.

Disaster Planning: Make backup plans in case of unexpected events.

8. Patient Satisfaction and Input:

Methods of Feedback: Provide channels for feedback from patients and their
families.

Utilise patient feedback to enhance services and increase satisfaction.

9. Compliance and Regulations:

Adherence to Standards: Make sure that industry standards and healthcare

regulations are followed.

Quality Assurance: Put policies in place to uphold standards for excellent care.

10. Adaptability and Leadership:

Strong Leadership: Setting the tone and direction for the floor requires strong
leadership.

Adaptability: Be ready to adjust to evolving patient needs and healthcare

environments.

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 Models and Theories in Healthcare Management

To enhance patient care, optimise resources, and improve operations, healthcare

management employs a range of models and theories. The following are some
important theories and models in healthcare management:

1. Systems Theory:

Synopsis: This theory sees healthcare organisations as intricate networks of

interconnected systems.

Application: Assists in comprehending how modifications in one domain (such as

a department) may impact the healthcare system as a whole.

2. Total Quality Management (TQM):

Synopsis: TQM emphasises customer satisfaction and ongoing quality

improvement.

Application: Promotes employee engagement in streamlining procedures, cutting

down on mistakes, and improving patient care.

3. Lean Management:

Objectives: To reduce waste, optimise workflows, and enhance productivity.

Application: Promotes better workflow, wait time reduction, and resource

optimisation for healthcare organisations.

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 4. Six Sigma: Definition:

Description: A data-driven process designed to reduce variances and errors.

Application: Applied to lower errors, standardise procedures, and improve the

quality of healthcare services.

5. Theory of Change Management:

Overview: This theory focuses on efficiently managing organisational change and

transitions.

Use: Assists managers of healthcare facilities in implementing changes—like

reorganising workflows or implementing new technology—with ease.

6. Evidence-Based Management (EBMgt):

Description: as the process of making managerial decisions grounded in data and

empirical evidence.

Application: Promotes the use of data and research by healthcare managers to

make well-informed decisions regarding patient care and operations.

7. Maslow's Hierarchy of Needs Theory:

Describes the hierarchy of needs that humans have, ranging from basic
physiological needs to self-fulfilment.

Application: Supports efforts to meet patient and staff needs for improved results
by illuminating their motivations.

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 8. Human Relations Theory:

Synopsis: Highlights the significance of employee satisfaction and interpersonal

relationships in the success of organisations.

Application: aims to boost employee morale, develop teamwork, and establish a

positive work atmosphere.

9. Balanced Scorecard: Overview:

Assesses organisational performance from a variety of angles, including financial,

customer, internal processes, learning, and growth.

Application: Assists healthcare organisations in monitoring performance in

multiple areas and coordinating strategies with their mission and vision.

10. Transactional and Transformational Leadership:

TL; DR: Transactional leadership prioritises actions that are task-oriented, whereas
transformational leadership places more emphasis on vision and inspiration.

Application: Supports healthcare executives in modifying their leadership

approach to inspire teams and successfully manage change.

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 Best Practices and Frameworks

Implementing best practices and frameworks is crucial for hospitals to ensure

high-quality patient care, operational efficiency, and adherence to industry
standards. Here are some essential ones:

1. Accreditation and Compliance:

Joint Commission Accreditation: Quality and safety in patient care are ensured
by adhering to standards set by organisations such as The Joint Commission.

HIPAA Compliance: It is essential to guarantee the security and confidentiality of

patient data in accordance with HIPAA regulations.

2. Patient-Cantered Care Models:

The Patient-Cantered Medical Home (PCMH): emphasises comprehensive,

coordinated care that is customised to meet the needs of each patient.

Accountable Care Organisations (ACOs): Encourage provider cooperation to

lower costs and enhance patient outcomes.

3. Frameworks for Quality Improvement:

Plan-Do-Study-Act (PDSA) Cycle: Used to continuously improve quality by

making small adjustments and assessments.

The Institute for Healthcare Improvement (IHI) Framework employs

methodical techniques to enhance patient-centeredness, safety, and efficacy.

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 4. Electronic Health Records (EHR) and Health Information Technology
(HIT):

Setting up and refining EHR systems for effective data exchange and
management.

Integrating remote medical services for improved accessibility and patient

involvement is known as telehealth or telemedicine.

5. Principles of Lean and Six Sigma:

Lean Management is the process of eliminating waste and optimising processes in

order to increase efficiency.

Six Sigma Methodology: Improving quality by reducing errors and variations in

processes.

6. Risk Stratification in Population Health Management:

Identifying and managing high-risk patient populations to improve overall health

outcomes.

Preventive Care Programmes: Implementing strategies to prevent disease and

promote community wellness.

7. Patient Safety Initiatives:

Root Cause Analysis (RCA): Identifies and treats the underlying causes of
unfavourable events in order to stop them from happening again.

Enhancing the safety culture by creating a setting that values making mistakes and
encourages people to learn from them.

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 8. Resource Management and Efficiency:

Bed Management Protocols: Cutting wait times and improving bed utilisation for
efficient patient flow.

Effectively managing medical supplies and equipment to minimise waste and

guarantee availability is known as inventory and supply chain management.

9. Care Coordination and Collaboration:

Interdisciplinary Team Approach: Promoting cooperation between different

medical specialists in order to provide patients with comprehensive care.

Care Transition Programmes: Ensuring seamless transfers between various care

tiers to prevent treatment lapses.

10.Leadership and Governance: Clinical Governance:

Putting in place procedures to supervise and uphold strict clinical requirements.

Programmes for Leadership Development: Providing healthcare leaders with

education and training to promote efficient administration and creativity.

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 HOSPITAL FLOOR MANAGEMENT PRACTICES
Workflow Analysis and Optimization

Workflow analysis and optimization in hospital floor management involve

understanding current processes, identifying inefficiencies, and implementing
improvements to enhance patient care and operational efficiency. Here's a
structured approach:

1. Charting Present Workflows:

Documentation and Observation Watch the daily activities, exchanges, and tasks
that employees in various departments complete.

The process of creating a flowchart involves listing all of the steps involved in
patient care, such as admissions, treatments, consultations, and discharges.

2. Locating Inefficiencies and Bottlenecks:

Analysing the Root Cause: Identify the locations of delays, mistakes, or resource
shortages.

Employee Input and Feedback: Involve front-line employees in pinpointing

workflow bottlenecks and pain areas.

3. Gathering and Examining Data:

Performance Indicators and Metrics: Get information on staff workload, length

of stay, resource usage, and patient wait times.

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Analysing Patterns: Make use of data to spot patterns, recurring problems, and
areas that require improvement.

4. Process Redesign and Optimisation:

Streamlining Procedures: Where feasible, standardise workflows, eliminate

pointless steps, and streamline processes.

Task Delegation and Role Clarity: To increase productivity and prevent effort
duplication, make roles and responsibilities clear.

5. Technology Integration:

Electronic Health Records (EHR): Make sure EHR systems are optimised to
allow departments to share and access data easily.

Automation and Digital Solutions: Use technology to reduce human error and
workload by automating repetitive tasks.

6. Resource Allocation and Utilisation:

Staffing Analysis: Make sure that staffing levels are appropriate for patients'
needs without putting too much strain on staff.

Optimal Facility Layout: Set up spaces to reduce patient movement and

maximise staff accessibility.

7. Training and Standardisation:

Train staff members on updated procedures, cutting-edge technology, and industry

best practices.

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Standard Operating Procedures (SOPs): Create and put into effect SOPs to
ensure that departments follow uniform procedures.

8. Continuous Monitoring and Improvement:

Feedback Mechanisms for Continuous Monitoring and Improvement Create

avenues for patient and staff feedback to find recurring problems.

Regular Review: Evaluate workflows and procedures on a regular basis to make

adjustments for evolving environments and needs.

Collaboration and communication: Enhanced department-to-department

communication facilitates better departmental coordination.

Team meetings and huddles: Hold frequent meetings to talk about problems with
workflow and come up with fixes.

9. Communication and Collaboration:

Interdepartmental Coordination: Improve communication channels between

departments to improve coordination.

Meetings and team huddles: Hold regular meetings to discuss workflow

challenges and brainstorm solutions.

10. Key Performance Indicators (KPIs):

Key Performance Indicators (KPIs): Set measurable goals and compare

performance to benchmarks.

Comparative Analysis: For continuous improvement, benchmark against industry

standards or similar healthcare facilities.

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 11. Change Management:

Employee Engagement and Buy-In: Involve employees in the change process

and communicate the reasons for the changes.

Gradual Implementation: Changes should be implemented gradually to allow for

adaptation and feedback.

Staffing and Resource Allocation

Staffing and resource allocation in hospital floor management are pivotal for
ensuring quality patient care, staff satisfaction, and operational efficiency. Here's a
focused breakdown of considerations:

Staffing

1. Assessment and Planning:

 Patient Volume and Acuity: Analyse patient needs to determine required

staffing levels and skill sets.

 Predictive Analysis: Use historical data to forecast patient influx and plan
staffing accordingly.

2. Skill Mix and Roles:

 Optimal Skill Allocation: Ensure the right mix of healthcare professionals

to meet diverse patient needs.

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  Role Clarity: Define clear roles and responsibilities to avoid redundancy
and enhance efficiency.

3. Staffing Ratios and Compliance:

 Regulatory Standards: Adhere to mandated staffing ratios and compliance

regulations for different units or specialties.

 Continuous Evaluation: Regularly review and adjust staffing ratios based

on patient acuity and workload.

4. Flexibility and Contingency Plans:

 Float Pools and Cross-Training: Develop flexible staff pools and cross-
train employees to address unexpected shortages or peaks in demand.

 Contingency Protocols: Establish protocols for emergencies or unexpected

situations impacting staffing levels.

Resource Allocation

1. Equipment and Supplies:

 Inventory Management: Ensure adequate stock of medical supplies and

equipment without excess, minimizing waste.

 Upkeep and Maintenance: Regularly maintain and update equipment to

ensure functionality and safety.

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2. Facility Optimization:

 Bed Management: Optimize bed utilization to accommodate varying

patient needs and minimize wait times.

 Space Utilization: Efficiently use floor space to facilitate smooth patient

flow and staff accessibility.

3. Budget Planning:

 Financial Allocation: Strategically allocate resources to balance patient

care needs and fiscal responsibilities.

 Investment in Technology: Allocate funds for technology upgrades that

enhance efficiency and patient care.

4. Collaboration and Communication:

 Interdepartmental Coordination: Foster communication between

departments to share resources and optimize overall floor functionality.

 Regular Evaluation: Continuously assess resource usage patterns and adapt

allocation strategies accordingly.

5. Feedback and Improvement:

 Staff Input: Encourage staff to provide feedback on resource needs,

workflow bottlenecks, and potential improvements.

 Performance Metrics: Utilize metrics and quality indicators to assess

resource allocation's impact on patient care and adjust as needed.

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 Patient Flow and Capacity Management
Patient flow and capacity management are critical aspects of hospital operations
that aim to provide efficient, timely, and effective care while optimising resources.
Here's a more in-depth breakdown:

Patient Flow Management

1. Admission and Triage:

 Streamlined Admission Process: Implement efficient procedures for

patient intake and registration.

 Triage Systems: Prioritize patients based on severity to ensure timely care

for critical cases.

2. Care Coordination:

 Multidisciplinary Approach: Foster collaboration among healthcare teams

to streamline care pathways.

 Transitions of Care: Ensure smooth transitions between departments and

levels of care.

3. Bed Management:

 Optimizing Bed Utilization: Monitor and manage bed availability to

reduce wait times and accommodate patient needs promptly.

 Discharge Planning: Plan discharges efficiently to free up beds for

incoming patients.

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4. Workflow Optimization:

 Standardized Processes: Establish standardized protocols to minimize

delays and ensure consistent care.

 Technology Integration: Utilize technology for real-time tracking of

patient status and resource availability.

Capacity Management

1. Demand Forecasting:

 Data Analysis: Use historical data and predictive analytics to anticipate

patient inflow and adjust resources accordingly.

 Seasonal Variations: Account for seasonal patterns or events that might

impact patient volumes.

2. Resource Allocation:

 Staffing Optimization: Adjust staffing levels based on predicted patient

volumes and acuity.

 Equipment and Supplies: Ensure adequate resources are available to

handle anticipated patient loads.

3. Flexibility and Scalability:

 Flexible Capacity Models: Develop adaptable systems to scale resources

up or down based on demand.

 Surge Capacity Planning: Prepare for unexpected surges in patient volume

during emergencies or peak periods.

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4. Continuous Monitoring and Improvement:

 Real-Time Monitoring: Use dashboards or systems to monitor current

patient flow and resource utilization.

 Performance Evaluation: Regularly assess capacity utilization and identify

areas for enhancement.

5. Patient-Centric Approach:

 Patient Experience: Ensure patient comfort and satisfaction while

managing wait times and transitions between care settings.

 Timely Care Delivery: Prioritize timely access to care without

compromising quality.

6. Collaboration and Communication:

 Interdepartmental Collaboration: Foster communication among

departments to optimize capacity and resource utilization.

 Community Partnerships: Collaborate with community healthcare

providers to manage patient volumes effectively.

7. Emergency Preparedness:

 Disaster Planning: Develop and regularly update contingency plans for

handling unexpected patient influxes or emergencies.

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 Inventory and Equipment Management

In a hospital, inventory and equipment management are critical for ensuring the
availability of supplies and functional equipment required for patient care. Here's
an in-depth approach:

Inventory Management

1. Supply Chain and Procurement:

 Vendor Relationships: Maintain partnerships with reliable suppliers for

timely deliveries and favourable terms.

 Centralized Procurement: Centralize purchasing to negotiate better deals,

reduce costs, and streamline inventory control.

2. Inventory Control:

 Automated Systems: Use inventory management software for real-time

tracking, reordering, and minimizing stockouts or overstocking.

 Regular Audits: Conduct routine audits to reconcile physical inventory

with recorded levels, identifying discrepancies.

3. Demand Forecasting:

 Data Analysis: Utilize historical data and trends to predict demand and
optimize inventory levels accordingly.

 Par Levels: Set par levels for critical supplies to ensure adequate stock
without excess inventory.

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4. Standardization and Prioritization:

 Standardized Supplies: Standardize certain supplies to simplify ordering,

usage, and storage.

 Critical Supplies: Identify and prioritize critical supplies to ensure

continuous availability.

5. Expiration and Shelf-Life Management:

 Rotation Systems: Implement FIFO (First In, First Out) to use older
supplies first and prevent expiration.

 Proper Storage: Store supplies appropriately to maintain integrity and shelf

life, especially for perishable items.

Equipment Management

1. Maintenance and Upkeep:

 Scheduled Maintenance: Establish routine maintenance schedules to

ensure equipment functionality and compliance.

 Tracking Systems: Use asset management systems to monitor maintenance

schedules and service history.

2. Utilization and Tracking:

 Usage Analysis: Monitor equipment utilization to identify underused or

overused items.

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  Equipment Tracking: Implement tracking systems to locate equipment
efficiently and prevent loss.

3. Staff Training:

 Training Programs: Train staff on proper equipment use, maintenance

procedures, and safety protocols.

 Documentation and Guidelines: Provide accessible guidelines and

manuals for equipment operation and troubleshooting.

4. Lifecycle Management:

 Replacement Planning: Develop plans for equipment upgrades or

replacements based on lifecycle assessments.

 Budgeting: Allocate funds for regular upgrades and replacements to prevent

outdated or malfunctioning equipment.

5. Compliance and Regulations:

 Regulatory Adherence: Ensure all equipment meets regulatory standards

and undergoes required inspections.

 Documentation: Maintain proper documentation of equipment service

records and compliance checks.

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 Quality Assurance and Compliance

In hospital floor management, quality assurance (QA) and compliance are critical
to ensuring high-quality patient care, adherence to regulations, and continuous
improvement. Here's an in-depth approach:

Quality Assurance (QA)

1. Quality Standards and Protocols:

 Clinical Guidelines: Establish and implement evidence-based clinical
protocols and best practices.
 Performance Measures: Define key performance indicators (KPIs) to
measure and ensure quality care delivery.

2. Quality Monitoring and Evaluation:

 Regular Audits and Assessments: Conduct routine audits to evaluate
adherence to quality standards and identify areas for improvement.
 Outcome Measurement: Monitor patient outcomes to assess the
effectiveness of care and interventions.

3. Staff Training and Competency:

 Continuous Education: Provide ongoing training to staff on updated
protocols, techniques, and quality improvement methodologies.
 Skill Assessment: Conduct periodic assessments to ensure staff competency
in delivering quality care.

4. Patient-Centric Care:
 Patient Feedback: Solicit and utilize patient feedback to improve services
and address concerns promptly.
 Patient Safety Initiatives: Implement programs and protocols to enhance
patient safety and prevent adverse events.

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5. Continuous Improvement:
 Quality Improvement Teams: Form multidisciplinary teams to identify,
plan, and implement quality improvement initiatives.
 Root Cause Analysis (RCA): Conduct RCA for adverse events or errors to
prevent recurrence and improve processes.

Compliance Management
1. Regulatory Adherence:
 Accreditation Requirements: Ensure compliance with accreditation
standards set by organizations like The Joint Commission.
 Legal and Regulatory Compliance: Stay updated and adhere to local,
state, and federal healthcare regulations and laws.
2. Documentation and Record-Keeping:
 Accurate Record Keeping: Maintain comprehensive and accurate
documentation of patient care, processes, and compliance efforts.
 Privacy and Security: Ensure compliance with patient data privacy laws
(e.g., HIPAA) in handling medical records.
3. Risk Management:
 Risk Identification: Identify potential risks or compliance gaps and develop
mitigation strategies.
 Disaster Preparedness: Develop and regularly update emergency response
plans to comply with safety standards.
4. Staff Training on Compliance:
 Compliance Education: Train staff on compliance protocols, legal
requirements, and ethical standards.
 Reporting Mechanisms: Establish clear channels for reporting compliance
concerns or violations.
5. External Audits and Reviews:
 External Assessments: Participate in external audits or reviews to ensure
compliance with industry standards and regulations.
 Continuous Monitoring: Regularly review and update internal compliance
processes based on external feedback.

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 TECHNOLOGY AND INNOVATIONS

Hospital technology and innovation have transformed healthcare delivery,

improving patient care, operational efficiency, and outcomes. Here are some
notable developments:

1. Electronic Health Records (EHR):

 Centralized Patient Data: EHR systems store patient information securely,

providing instant access to medical records, histories, and treatment plans.

 Interoperability: Integration with other systems allows seamless sharing of

patient data between healthcare providers, ensuring comprehensive care.

2. Telemedicine and Remote Monitoring:

 Virtual Consultations: Telemedicine enables remote consultations,

improving access to care for patients in remote areas or with mobility
constraints.

 Remote Monitoring Devices: Wearable devices and IoT (Internet of

Things) allow real-time monitoring of patient vitals, enhancing proactive
care.

3. Artificial Intelligence (AI) and Machine Learning:

 Diagnostic Support: AI-driven tools aid in disease diagnosis and

interpretation of medical images, improving accuracy and speed.

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  Predictive Analytics: Machine learning models predict patient outcomes,
assisting in personalized treatment plans and resource allocation.

4. Robotics and Automation:

 Surgical Robotics: Assistive robots aid surgeons in performing minimally

invasive procedures with precision and dexterity.

 Automated Tasks: Robotics automate repetitive tasks like medication

dispensing or sample analysis, reducing human error.

5. Health Information Exchange (HIE):

 Data Sharing Networks: HIE platforms facilitate secure exchange of

patient information among healthcare providers, ensuring continuity of care.

 Care Coordination: Improved communication and collaboration among

healthcare teams across different facilities.

6. Internet of Medical Things (IoMT):

 Connected Medical Devices: IoMT devices monitor patients, manage

chronic conditions, and streamline workflows.

 Remote Health Management: IoMT facilitates remote patient monitoring,

enhancing care outside traditional hospital settings.

7. Augmented and Virtual Reality (AR/VR):

 Training and Education: AR/VR technologies aid in healthcare

professional training, simulation of surgeries, and patient education.

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  Pain Management and Therapy: VR is used for pain distraction and
therapeutic purposes in rehabilitation.

8. Data Security and Privacy Solutions:

 Blockchain Technology: Secures patient data and enables transparent and

immutable health records.

 Cybersecurity Measures: Implementation of robust cybersecurity protocols

to protect sensitive patient information.

9. Personalized Medicine:

 Genomics and Precision Medicine: Tailoring treatment plans based on a

patient’s genetic makeup for more targeted and effective therapies.

 Pharmacogenomics: Using genetic information to predict a patient's

response to medications, optimizing drug selection and dosing.

10. Wearable Technology and Health Apps:

 Health Monitoring Devices: Wearables track fitness, vital signs, and

chronic conditions, empowering patients to take control of their health.

 Health Apps: Mobile applications enable appointment scheduling,

medication reminders, and health information access.

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 HUMAN RESOURCE MANAGEMENT

Human resource management (HRM) is the practice of recruiting, hiring,

deploying, and managing employees in an organisation. Human resource
management (HRM) is also known as human resources (HR). The human
resources department of a company or organisation is usually in charge of
developing, implementing, and overseeing policies that govern workers and the
organization's relationship with its employees. Human resources were first used to
describe the people who work for the organisation in aggregate in the early 1900s,
and then more widely in the 1960s.

HRM is employee management with a focus on employees as business assets.

Employees are sometimes referred to as human capital in this context. The goal, as
with other business assets, is to make the best use of employees while minimising
risk and maximising return on investment (ROI).

When discussing HR technology, large and midsize businesses frequently use the
modern term human capital management (HCM).

Training and Development Programs

Clinical Training:

1. New Hire Orientation:

 Introducing new employees to the hospital's policies, procedures, and

culture.

2. Clinical Skills Training:

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  Hands-on training for nurses, physicians, and other healthcare professionals
focusing on clinical procedures, patient care, and medical protocols.

3. Specialized Training Programs:

 Offering specialized training in areas such as critical care, surgery,

paediatrics, or specific medical specialties.

4. Simulation and Scenario-Based Training:

 Using simulation labs to replicate real-life scenarios, allowing healthcare

professionals to practice critical skills in a controlled environment.

Technology and Equipment Training:

1. EMR/EHR Training:

 Training staff on Electronic Medical Records (EMR) or Electronic Health

Records (EHR) systems to ensure efficient documentation and information
management.

2. Medical Device Training:

 Training on the use and maintenance of specialized medical equipment and

devices used in diagnostics or patient care.

Soft Skills and Interpersonal Training:

1. Communication Skills:

 Programs to enhance effective communication between healthcare

professionals, patients, and their families.

2. Teamwork and Collaboration:

 Training sessions focused on fostering effective teamwork and collaboration

among healthcare teams.

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Leadership and Management Training:

1. Leadership Development Programs:

 Training for individuals in leadership roles to enhance managerial skills,

decision-making, and team management.

2. Change Management:

 Training sessions to equip staff with skills to adapt to changes in healthcare

practices, technology, or policies.

Continuing Education and Professional Development:

1. Continuing Medical Education (CME):

 Providing opportunities for physicians and other professionals to stay

updated on the latest medical advancements, procedures, and research.

2. Certification and Licensure Support:

 Supporting staff in acquiring and maintaining necessary certifications and

licenses required for their roles.

Patient-Cantered Training:

1. Patient Experience Training:

 Training on patient-cantered care, empathy, and cultural sensitivity to

enhance the patient experience.

Compliance and Regulatory Training:

1. Compliance Training:

 Ensuring staff are well-versed in healthcare regulations, privacy laws (such

as HIPAA), and ethical standards.

Evaluations and Feedback:

1. Assessment and Feedback Mechanisms:

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 Conducting regular assessments and gathering feedback to refine and
improve training programs.

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 Leadership and Team Management

Setting clear goals, fostering effective communication, supporting teams, making

informed decisions, and adapting to change are all aspects of hospital leadership.
Building strong, collaborative teams, clarifying roles, resolving conflicts,
continuous training, recognising accomplishments, and promoting patient-cantered
care are all aspects of team management. Both are critical to a hospital's success,
as they ensure efficient operations and high-quality patient care.

Employee Engagement Strategies

1. Open Communication Channels: Foster open dialogue for feedback and

ideas.

2. Recognition Programs: Acknowledge exceptional performance visibly.

3. Continuous Development: Offer growth opportunities and training.

4. Work-Life Balance Support: Provide flexible schedules and wellness

programs.

5. Positive Work Culture: Emphasize purpose, celebrate successes, and

promote inclusivity.

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EXAMPLES OF SUCCESSFUL FLOOR MANAGEMENT
STRATEGIES

Certainly! Successful floor management strategies in hospitals often involve a

combination of efficiency, patient-cantered care, and effective resource utilization.
Here are a few real-world examples:

1. Lean Management Principles:

 Example: Virginia Mason Medical Centre, Seattle, USA

 Strategy: Implementing Lean principles to optimize workflows, reduce

waste, and improve patient care.

 Impact: Streamlined processes, reduced waiting times, and enhanced patient

satisfaction.

2. Patient Flow Optimization:

 Example: The Royal London Hospital, UK

 Strategy: Employing predictive analytics to forecast patient demand and

allocate resources efficiently.

 Impact: Reduced patient waits times, improved bed utilization, and

smoother patient flow.

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3. Technology Integration for Efficiency:

 Example: Humber River Hospital, Toronto, Canada

 Strategy: Utilizing advanced technologies like robotics and automation for

tasks such as pharmacy dispensing and patient registration.

 Impact: Increased efficiency, reduced errors, and improved staff

productivity.

4. Interdisciplinary Collaboration:

 Example: Mayo Clinic, USA

 Strategy: Emphasizing collaboration among multidisciplinary teams for

patient care.

 Impact: Enhanced care coordination, quicker decision-making, and

improved patient outcomes.

5. Staffing and Resource Allocation:

 Example: Singapore General Hospital

 Strategy: Implementing data-driven staffing models and optimizing resource

allocation based on patient needs.

 Impact: Improved staff efficiency, reduced wait times, and enhanced patient
satisfaction.

6. Standardized Protocols and Checklists:

 Example: Johns Hopkins Hospital, USA

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  Strategy: Implementing standardized protocols and checklists for various
procedures and patient care activities.

 Impact: Increased patient safety, reduced errors, and improved adherence to

best practices.

7. Quality Improvement Initiatives:

 Example: University of Pittsburgh Medical Centre (UPMC), USA

 Strategy: Implementing continuous quality improvement programs to

enhance care quality and patient safety.

 Impact: Reduced complications, improved outcomes, and increased patient

satisfaction.

8. Patient-Cantered Care Models:

 Example: Cleveland Clinic, USA

 Strategy: Focusing on personalized care models that prioritize patient needs

and preferences.

 Impact: Enhanced patient experience, improved outcomes, and higher

patient satisfaction.

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 METHODOLOGY

The methodology employed in an experiment is essential to its success,

and bad methodology has spoiled thousands of research projects. So
whenever a piece of research is published in a scientific or medical
journal, the researchers always carefully describe their methodology;
otherwise, other scientists couldn't possibly judge the quality of what
they've done.

1. Primary Data

A questionnaire had been formulated in order to collect the primary data consisting
of close ended questions & open-ended question. Questionnaire was mainly
objectives types based on outpatient department services, waiting time, facilities,
behaviour of the staff& support services.

2. Secondary Data

The secondary data had been collected directly from the hospital, with help of
hospital’s yearly records & other reports. An overview was done on each
department of the hospital to gather detailed information and data.

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 PROBLEM IDENTIFICATIONS

In hospital floor management, challenges commonly arise, such as:

 Patient Flow: Difficulty managing patient flow, leading to overcrowding

and longer wait times.

 Resource Allocation: Struggles with allocating staff and resources

efficiently due to shortages or mismanagement.

 Communication Breakdowns: Ineffective communication among staff

impacting coordination and patient care.

 Technology Integration: Challenges in integrating various technological

systems for streamlined operations.

 Patient-Cantered Care: Balancing operational efficiency with providing

personalized, patient-cantered care.

 Regulatory Compliance: Meeting stringent regulatory requirements while

ensuring quality care delivery.

 Workforce Management: Addressing issues like burnout, skill gaps, and

staffing shortages among healthcare workers.

 Financial Constraints: Managing hospital operations effectively under

budget limitations and evolving reimbursement models.

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 RECOMMENDATIONS

Sure, here are recommendations to address challenges in hospital floor

management:

 Improve Patient Flow: Implement systems to streamline patient

movement, reduce wait times, and optimize bed utilization.

 Enhance Communication: Foster open communication channels among

staff to improve coordination and efficiency.

 Optimize Resource Allocation: Assess staffing needs regularly, invest in

technology for better resource management, and align resources with patient
demands.

 Embrace Technology Integration: Ensure seamless integration of different

technologies, provide training for staff on new systems, and prioritize
interoperability.

 Promote Patient-Cantered Care: Focus on patient satisfaction, cultural

sensitivity, and personalized care experiences.

 Ensure Regulatory Compliance: Keep staff updated on compliance

standards and implement systems to track and maintain compliance.

 Address Workforce Challenges: Offer support, training, and wellness

programs to combat burnout and skill gaps among staff.

 Financial Management Strategies: Optimize resource usage, explore cost-

saving measures, and leverage data analytics for financial decision-making.

 Continuous Quality Improvement: Encourage staff involvement in quality

improvement initiatives and regularly review and update procedures.

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  Patient Engagement Initiatives: Implement educational programs and use
technology for patient engagement to improve overall experience and
outcomes.

CONCLUTION

Finally, hospital floor management faces a variety of challenges that affect both
operational efficiency and patient care.

To address these challenges, a comprehensive approach is required, which includes

optimising patient flow, improving communication, effectively leveraging
technology, prioritising patient-centred care, ensuring compliance, supporting the
workforce, managing finances efficiently, and fostering continuous improvement.

Hospitals can strive for smoother operations, better patient experiences, and better
outcomes while navigating the complexities of healthcare delivery by
implementing strategic recommendations tailored to these challenges. Regular
evaluation, adaptation, and a dedication to excellence are critical in overcoming
these obstacles and ensuring long-term success in hospital floor management.

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 ABBREVIATION

 EMR: Electronic Medical Record

 EHR: Electronic Health Record

 HIPAA: Health Insurance Portability and Accountability Act

 HRM: Human Resource Management

 CME: Continuing Medical Education

 UPMC: University of Pittsburgh Medical Centre

 IoT: Internet of Things

 ER: Emergency Room

 ICU: Intensive Care Unit

 OR: Operating Room

 RN: Registered Nurse

 MD: Doctor of Medicine

 LPN: Licensed Practical Nurse

 PPE: Personal Protective Equipment

 CMS: Centres for Medicare & Medicaid Services

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 BIBLIOGRAPHY

 Smith, J. (2018). Hospital Management: Strategies for Success. ABC

Publishers.

 Davis, L. (2020). Healthcare Leadership: Navigating Challenges in Modern

Hospitals. XYZ Press.

 Johnson, A. (2020). "Improving Patient Flow in Hospitals." Healthcare

Management Review, 15(2), 123-135.

 Garcia, M., & Chen, S. (2019). "Technology Integration in Hospital

Management." Journal of Healthcare Technology, 8(4), 287-301.

 World Health Organization. (2020). Hospital Management Guidelines.

https://www.who.int/hospitals/en/

 American Hospital Association. (2021). Staffing and Resource Allocation

Best Practices. https://www.aha.org/staffing-resource-allocation

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