Market Orientation of Medical Diagnostic Units Dissertation for Master of Health Administration i. Introduction ii. Objectives iii. Description iv Administrative Internship v. Scope and Approach vi. Growth vii. Methodology viii. Hypothesis ix. Survey Questionnaire x. Research Design xi. Observation and Data Presentation xii. Test provided xiii. Analysis of findings

Marketability of Patient Satisfaction

Importance of Employee Satisfaction xiv. Conclusions and Recommendations xv. Bibliography xvi. Notes xvii. Appendices Market Orientation of Medical Diagnostic Units i. INTRODUCTION

The costs to national economics of providing health care are considerable and have been growing at a rapidly increasing rate. This trend has been the cause of major concerns in both developed and developing countries. Some of this concern is based upon the lack of any consistent evidence to indicate that more spending on healthcare produces better health. Delivering timely and quality healthcare services requires an understanding of the driving forces behind consumer choices in selecting healthcare providers. It has been said that although the health status of individuals varies in communities, there is some relationship between a person's health status, health beliefs, attitudes, values and behaviours. The health care system in Hamilton, Ontario today is in a state of technological and organizational change the cost and quality of health care have emerged as major concerns for the health profession and public alike. Variations in medical practice, rapid diffusion of new technologies, increasing cost of health care and different approaches for influencing the practice of medicine to improve the quality of care and to control health care costs has caused a high impact in health care process's. Significant deterioration of hospitals financial position in recent years, have been precipitated by changes in managed care, and pressures to create more efficient processes for the delivery of care. Cost such as those that have come from shorter and longer inpatient hospital stays have increased. During these time employees, managers and customers of these organizations are experiencing the turmoil of consolidation, as well as the introduction of new and exciting services, delivered by these recently merged hospitals. In this regard, Hamilton Health Sciences (HHS) is struggling with lower budgets and heavier workloads; the hospitals need people who can help do more with less. It is believed that non-profits hospitals are doing some of the most important work in our society, but they can go so far without proper funding.

This study examines the effects of market orientation on customer satisfaction and the effect of employees' and managers' satisfaction on service quality at the Medical Diagnostic Units at the Hamilton Health Science. This study asks whether there is a relationship between customer-focused employees and satisfied employees. The study also asks whether employees' satisfaction and service quality have any relationship. It also looks at the relationship between managers' and employees' perceptions of these issues.

While the priorities for any given healthcare organization will vary from region to region, or country to country, improving the quality of the delivery of their services to both internal and external customers will improve its productivity and competitive edge. Germain and Spears point out that the healthcare industry is struggling.".. against the problems caused by reduced funding, fewer resources, higher public expectations and low staff morale, finding ways to achieve and maintain quality standards has become an important issue" (2001 p. 2). Therefore, the purpose of this study is to explore antecedents and processes that could determine successful implementation of market orientation within the Medical Cardiac Units at the HHS, and particularly the Medical Cardiac Unit at the HGH, and to try to identify needs and opportunities, and then trying to meet that particular need. Particular attention is given to identify (1) the market oriented behaviors of individual managers, and (2) the Commitment of manager to the application of market-driven strategies.

This study focused on patients' (customers)-contact employees of the MDU's at the Hamilton Health Sciences. The attempt is to encourage the training of the market-oriented concepts and to create an atmosphere of customer satisfaction. The result of the study could help to improve the relationship between employees and managers' market orientation and employees' satisfaction at the implied Units. The survey could help the corporation to see if managers and subordinates are market oriented and what type of satisfaction levels managers, subordinates and customers have.

This study is meant to assist hospital administrators and others to determine whether devoting resources to developing a market orientation helps to improve their hospital's overall performance. The surveys will possible help to change market orientation, and service quality methodologies at the merged Medical Diagnostic Units.

A ii. ORGANIZATION OF THE STUDY

As noted above, this study is comprised...

In the investigation of the administrative direction of a cardiac department, I am trying to determine if a MDU (medical diagnostic cardiac unit) could be a future employment choice for a health administrative personnel or a "time constrained" healthcare marketplace for them. "The medical cardiac diagnostic units provide specialized services to patients requiring diagnostic testing of the cardiac and vascular systems."
The testing provides physician in practice, Internal Medicine, Surgeons and Cardiologists with information relevant to the patient's diagnosis, prognosis and surgical risk.

A iii. OBJECTIVES (a)

The objective of the proposed study is to review the major factors, which identify with the current market orientation for an administration of a Medical Diagnostic Non-Invasive Cardiac Unit.

OBJECTIVES (b)

The first objective I have is to find out, if working in an environment that seen ideal for the purpose of increase clinical, managerial and cardiac knowledge is feasible.

The second purpose is to determine if the people that work in a cardiac environment are truly satisfy with the cardiac procedures, internal and external relations between the style management and the personnel charged of the daily scanning and manipulation of patients.

The third purpose is to see, if patients (customers) are satisfied of the treatments and the interaction between the technologists.

The fourth purpose is to help managers to improve their units by mentioning ways for sustainable change using innovative continuous quality improvement and different approaches to diagnostic and care delivery that relate directly to employee market orientation

The last and number five purposes are to have the opportunity too broader the knowledge and position in the health care field as a hospital, clinic or departmental administrator.

A iv. DESCRIPTION

The HHS is a corporation that has approximately 8,500 health care workers and 1,500 physicians. HHS has a full range of acute and non-acute clinical programs and is one of the largest comprehensive academic health sciences center in the country. The corporation consists of an operational division and serves to a large number of patients' population in the south-central region. The hospitals are part of tertiary regional programs that include; burns, cardiovascular, pediatrics, neuroscience, oncology and trauma, and provides health care to a population base of more than 2 million people.

The HHS had 40 million operating deficits in 1999-2000 and 16 million in 2000-2001, but funding by the government to cover it million deficits, as one time grant was given. Further the projecting operating deficit is close to 10 million for the current 2001-2002 fiscal year and 35 million if the hospitals are not funded by next fiscal year (HHS CFO's financial numbers). "The impact of an aging population and the prospects of service utilization increasing as time progresses, this in the face of shrinking funding base." will create deficits, HHS reports April 2000.

While the government funding was decreased, the number of patients treated at the HHSC has increase and the number of medical professionals decreased, this in fact has created brutally increased workloads and more rapid staff turnover. Therefore the hospitals are seriously looking to consolidate services to make better use of resources. The Medical Diagnostic Unit at the HGH is a busy department located on the second floor of the hospital. The team of 15 technicians serves all the in-patients and out-patients.

The Diagnostic Unit services included: Basic electrocardiography, 12 and 15 lead EKG, echocardiography, stress echocardiography, 24 hours holter monitoring, treadmill stress tests, electrophysiology studies and vascular ultrasound. The Unit serves patients with pacemakers and cardiologists, general internists and technicians under physician supervision conduct stress tests. Interpretation of these various tests is by the hospital's cardiologists and internists. The unit also provides electrocardioencephalograph tests for patients with seizure disorders.

The four medical diagnostic units at the corporation were consolidated and became one department... Medical Imaging Department in January 2001, but in May 2001, become again four heart diagnostic units, but now under four managers management, and under the direction of a director of the cardiovascular program. One of the reason for consolidation of the MDU's was because a significant redesign, restructuring and reorganization was needed. Fiscal recovery and the consolidation of resources to improve care are one of MDU's short- and long-term goal; therefore base funding will be required to achieve financial recovery.

Teaching MDU's likes HHS have significant challenges beyond to provide high quality and varieties of tests, advanced health care services, enhancing education and research, simplified decision-making, improved efficiencies and dealing with fiscal realities.

Services at the HHS, MDU's are not planning to be eliminated, but to be more efficient…