Introduction
Paradise Hospital is a commercial organization offering its services to patients. Since the value of service has not been given enough attention from the hospital’s opening, changes are needed. The added value will provide the hospital with a competitive advantage and improve the quality of services (Distanont & Khongmalai, 2020). In order to improve the performance of Paradise Hospital, it is necessary to identify the main areas where value added will positively affect the hospital and patients.
System and Methods for Determining Functional Areas
A hospital evaluation checklist is the best way to identify functional areas where changes are required. The simplest method would be a self-assessment survey on the categories of staff roles, observations, billing policies, and an assessment of existing resources. After a self-assessment, it will become clear if the staff is qualified enough if the necessary resources are available to assist, and what the insurance policy is. These criteria are necessary to identify weaknesses and recognize the need to increase value for further improvements. To determine the functional areas, information about the performance of Paradise Hospital is needed. The most crucial is financial information, which will require contacting hospital accountants or requesting bank statements. The financial information will show how the money resource is used. To determine the qualifications of employees, the easiest way would be personal interviews or self-questionnaires.
Four Areas for Adding Value
The first area Paradise Hospital administration needs to contribute is rapid response resources. The COVID-19 pandemic has shown the importance of having emergency funds in hospitals, a stock of medicines, and free beds (Kruse & Jeurissen, 2020). The world must prepare for a repetition of such situations, so this area needs to be given special attention. Adding value to the rapid response services will enable more positive patient outcomes. Another functional area where value can be added is the general services department. This includes most of the standard services provided by Paradise Hospital. Adding value will allow the administration to focus on customizing services, attracting more potential customers (Berkowitz, 2021). The following functional area could be the long-term therapy department. Adding value will enable patients to expect cheap and effective quality long-term care. Finally, value can be included in special services: unique analyzes or examinations carried out on special equipment. This area will give Paradise Hospital a competitive advantage by attracting patients looking for unique and rare services.
Reasons Why the Proposal will Add Value to Patients
Adding value to services plays an essential role in improving patient care. Adding value will enable the hospital to provide a competitive advantage. Value added is associated with improving conditions or providing unique services (Shifflet & Martinez, 2020). Patients will have the opportunity to enjoy better services at low prices. By adding value to services, Paradise Hospital will be able to understand its client base better and invest in specific health issues that need attention.
Conclusion
Thus, adding value plays a vital role in the hospital’s good performance and in providing high-quality services to patients. Since Paradise Hospital has not conducted research activities in note areas, much information needs to be collected. This information can be reached using the hospital self-assessment evaluation checklist, interviews, and questionnaires. Areas, where the administration can add value include general services, rapid response resources, long-term care, and unique equipment. Adding value will allow Paradise Hospital to attract customers, improve service quality, and make more profit.
References
Berkowitz, E. N. (2021). Essentials of Health Care Marketing. Jones & Bartlett Learning.
Distanont, A., & Khongmalai, O. (2020). The role of innovation in creating a competitive advantage. Kasetsart Journal of Social Sciences, 41(1), 15-21.
Kruse, F. M., & Jeurissen, P. P. (2020). For-profit hospitals out of business? Financial sustainability during the COVID-19 epidemic emergency response. International Journal of Health Policy and Management, 9(10), 423-428.
Shifflet, M. A., Martinez, C. (2020). Improving Health Care Quality: Case Studies with JMP. Wiley.