The availability of the dissatisfied patients is an indication that Metropolitan Health is failing to uphold its vision and mission statements. 60% of the respondents are not likely to recommend the health facility to their close associates, including their families and friends (Gopi et al., 2019). The patient survey data identifies poor health specialist-patient relationship, employees’ incompetence, and low communication networks as potential issues that might undermine the organization’s efforts to adhere to their values and goals.
Data Sources
The information used for the present executive summary came from the facility’s annual patient survey datasheets prepared to establish whether the stakeholders feel satisfied with the operations therein. The selected participants gave their honest feedback about the services they receive from the entrusted workers. As shown by Ginter et al. (2018), web services, RSS feeds, flat files, and databases are the additional data sources that can help me verify the study findings and recommend alternative approaches that would ensure the organization meets its aims. Thus, both digital sources and manuals provide relevant data to promote service delivery in Metropolitan Health.
Operational Issues
The undesirable relationship between health officials and patients makes it difficult for the clients to question their health conditions. According to Ginter et al. (2018), professionals argue that the health providers’ incompetency level determines their relationship with the customers. Expressly, the survey about customer satisfaction stated that the Metropolitan Health medical practitioners lack respect and other professional attributes needed to build rapport with the different stakeholders. A flawed communication system within the establishment might be the cause of discouraging dissatisfaction amongst the visitors.
Application of the Data Collected
As a professional, the findings from the patient satisfactions survey aid me in making informed decisions. The low affiliation between the stakeholders might have resulted from the hospital’s failure to adjust to the health industry’s notable shift, which is evident with the emerging technological advances (Chichirez & Purcărea, 2018). Thus, enhancing access to communication networks within the health building would allow the health professionals to interact with the other stakeholders and remain competitive amongst the other healthcare providers. Additionally, as reiterated by Ginter et al. (2018), the stakeholders use the survey’s facts to inform their behaviors and actions. For instance, both the professionals and the patients will understand the benefits of collaborating. Therefore, apart from promoting the organization’s culture, the patients’ feedback would improve patient care and guarantee that the Metropolitan Health remains significant.
The statistics from the detailed study confirmed the benefits associated with the reliable communication system. Lack of excellent transmission media for the parties to interact might have contributed to the undesirable poor relationship between the guests and the professionals. Moreover, the inability to pass on the information made it impossible for patients to make appointments for specific health services and products (Ginter et al., 2018). Incompetency amongst the health experts is evident, following the results of the investigation. The hospital’s human resources managers need to invest in training the employees to empower them to develop the much-needed skills and mentality that would assure their success and that of the organization.
How Customer Dissatisfaction Negatively Impact Metropolitan Health if not Addressed
Failure to address the identified problems would have negative consequences on the stakeholders. For instance, Metropolitan Health would continue experiencing the reduced number of clients because of the identified shortcomings. According to Davey et al. (2010), the reduced number of patients would mean that the corporation risk is going extinct. However, poor relationships between healthcare clients and the health professionals result from the specialists’ ignorance.
Best Practices to Improve Processes and Solve Operational Issues
After identifying the specific operational activities, Metropolitan Health’s leaders need to implement changes that would safeguard their position ahead of their competitors. For instance, the administration needs to invest in high-tech communication equipment to promote the stakeholders’ communication (Davey et al., 2010). However, training the health specialists on how to use the system would pledge their improved relationships. Notably, the successful use of the communication tools depends on the management’s efforts to train the perceived users.
Stakeholders of the Metropolitan Health
Stakeholders refer to individuals or groups affected by an organization’s activity or decision. Sponsors, medical professionals, the local community members, and patients are the main parties associated with Metropolitan Health. Health workers within the health establishment need to share their experiences, challenges, and recommendations on boosting their productivities. Failure to communicate with the stakeholders demoralizes them from affecting their duties, contributing to their inability to meet their objectives (Ginter et al., 2018). Thus, investing in the communication tools is a critical approach that would ensure that each of the actors executes their tasks diligently.
Justification and Evaluation of the Preferred Communication Plan
In addition to the customer dissatisfaction, the commitment and desire to uphold the establishment’s culture and meet the different expectations of their target customers justifies the need for an improved communication plan. All the entrusted parties need to have dependable podia to interact and share their professional experiences. Association between the clients and the health professionals is an assurance that Metropolitan Health achieves its objectives (Ginter et al., 2018). Importantly, increased patient satisfaction is an ideal evaluation strategy to determine the success of the communication proposal.
References
Chichirez, C. M., & Purcărea, V. L. (2018). Interpersonal communication in healthcare. Journal of medicine and life, 11(2), 119.
Davey, S. M., Brennan, M., Meenan, B. J., & McAdam, R. (2010). The health of innovation: Why open business models can benefit the healthcare sector. Irish Journal of Management, 30(1), 21-40.
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care organizations. John Wiley & Sons.
Gopi, D., Pandi, A. P., Sethupathi, P. R., Paranitharan, K. P., & Jeyathilagar, D. (2019). An integrated conceptual model for achieving global quality service in healthcare establishments. International Journal of Services and Operations Management, 33(1), 49-68.