8/2/2019 Makati Med - Presentation Rev
1/32
8/2/2019 Makati Med - Presentation Rev
2/32
Our HistoryHealth For All, Regardless ofRace, Creed or EconomicStatus.sectionsGod Works In Strange WaysThe Dream Comes TrueA
Premier Hospital RisesHealth for all regardless of
race, creed, or economic
status.This was the principlethat drove the medical career ofDr. Constantino P. Manahan
as he rose to become a world-renowned obstetrics-gynecology specialist. This wasthe same philosophy that gavebirth to Makati Medical Center,
the hospital that he and otherprominent Filipino doctorsestablished in 1969.
http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=647http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=648http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=649http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=649http://www.makatimed.net.ph/?id=24http://www.makatimed.net.ph/?id=24http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=649http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=649http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=648http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=6478/2/2019 Makati Med - Presentation Rev
3/32
The story of Makati Medical
Center or MakatiMed began in theearly 1960s when Dr. Manahan,
together with Dr. Jose Y. Fores, adistinguished surgeon, and Dr.Mariano M. Alimurung, a famouscardiologist, decided to set up aworld-class medical facility in
Makati.
Makati was just beginning to riseas a bustling residential andcommercial center. The Ayalaconglomerate was stillimplementing the initial phases ofits plan to transform the Manila
suburb into the countrys premier
business district. The planrequired a modern hospital toservice the community.
http://www.makatimed.net.ph/?id=22http://www.makatimed.net.ph/?id=7http://www.makatimed.net.ph/?id=7http://www.makatimed.net.ph/?id=7http://www.makatimed.net.ph/?id=7http://www.makatimed.net.ph/?id=228/2/2019 Makati Med - Presentation Rev
4/32
A History of ExcellenceOurCommitmentQuality ServiceMakati Medical Center is one of thetop medical research and training
facilities in Asia, and the Philippines'premier hospital. Our decades ofinnovation and service to our patients,their families, and our communityshow our deep commitment to
providing outstanding patient care,pioneering significant researchinitiatives, and training new
generations of healthcare providers
who can proudly continue our traditionof excellent health service with aheart.
http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=650http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=651http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=651http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=652http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=652http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=651http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=651http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=6508/2/2019 Makati Med - Presentation Rev
5/32
Vision
By 2015, MMC will be:
A world-class recognized
medical centerPropelled by its heritage ofinnovation and excellence inthe delivery of: Quality, Safe,Competent andCompassionate healthcare
8/2/2019 Makati Med - Presentation Rev
6/32
Mission
To our patients, with your wellness in mind, we
provide high quality, state-of-the science healthcareservices through integrated specialty centersoperated by highly qualified physicians andhealthcare teams.To our employees, we provide fair compensation, asafe working environment, and opportunities for
continuous professional development throughresearch, training and education programs.
To our healthcare team, we provide state-of-the-science professional equipment and specialized tools
to facilitate excellent and medical evidence-basedpatient care.
To our stakeholders, we create value by delivering afair and reasonable return of investment; andgenerate funds to reinvest in research and training,
state-of-the-art equipment and infrastructure.
To our community, we commit to support CorporateSocial Responsibility initiatives within our country.
8/2/2019 Makati Med - Presentation Rev
7/32
Core Values
Unwavering Compassion
You carry out your duties knowing that each minuteof the day calls for extending your unwaveringcompassion to those who matter most: your patients.
Commitment to SafetyYou refuse to cut corners because you know that
every detail counts when it comes to ensuring thesafety of each and every individual within the walls ofthis institution.
Uncompromising Integrity
In all your professional undertakings, you adhere tothe principles of honesty and truthfulness, fully awareof the significance of the ethical standards that thisinstitution stands for.
Total Transparency
You lay down what needs to be laid down. Yourefuse to withhold information that those around youhave a right to know, because you believe thattransparency is founded on trust.
8/2/2019 Makati Med - Presentation Rev
8/32
Full AccountabilityYou acknowledge that you alone are answerable foryour actions. You not only take responsibility foreverything you do, you embrace it without
reservation.
Exemplary ProfessionalismThere is no room for politics or special favors in yoursystem. You believe only in doing your job with the
purpose and dedication of a true professional.
Quality of LifeExtending only the best care is something you arepassionate about, because you know that you havethe power to enhance the quality of life of the people
whose lives you touch.
Unconditional RespectYou know that the only way to earn respect is to giveit first, and that true nobility lies in recognizing others'dignity, regardless of rank or status.
Consistent TeamworkYou know that working together as a team meanscombining each others' skills and efforts to deliverpremium quality health care no one person can do by
himself.
8/2/2019 Makati Med - Presentation Rev
9/32
Service ExcellenceYou don't just treat yourpatients. You extend to
them the best serviceyou can give, becauseyou believe that they
deserve no less thanyour utmost care.
8/2/2019 Makati Med - Presentation Rev
10/32
At Makati Medical Center, the continuouspursuit of excellence is part of their
legacy, which we they are proud and tocarry on.
The legacy includes the brilliant andcompetent practice of medicine, and ahistory dotted with achievements andmilestones.
T he legacy involves countlesscontributions to medicine, made by their
past and present roster of outstandingdoctors, nurses, and medical healthprofessionals.
The legacy embraces exceptional andcompassionate patient care that has
earned them the reputation of being ahospital with a heart.
8/2/2019 Makati Med - Presentation Rev
11/32
Dr. Mariano M. Alimurung Jorge L.AranetaArchitect Luis Ma. G. Araneta Dr. Manuel C. Fernandez, Sr. Dr.
Jose Y. Fores Dr. Raul G. ForesDaniel GoDr. Romeo H. Gustilo
Julieta LedesmaDr. Constantino P.Manahan Dr. Carlos L. Sevilla Makati Medical Center was founded bydoctors who were acknowledged leadersin their respective fields of specialization.These doctors, together with otherprofessionals who shared their dream ofproviding world-class healthcare for all,were the visionaries whose dedication
and hard work made the hospital theinternationally recognized facility that it istoday.
http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=7http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=8http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=8http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=23http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=20http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=22http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=22http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=9http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=14http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=25http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=17http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=24http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=24http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=16http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=16http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=24http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=24http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=17http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=25http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=14http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=9http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=22http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=22http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=20http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=23http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=8http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=8http://www.makatimed.net.ph/?flow=A§ion=About%20Us&id=78/2/2019 Makati Med - Presentation Rev
12/32
Nursing Services DivisionQuick-thinking, compassionate and hard-working- three qualities of a MakatiMed nurseMakati Medical Center nurses play a very important
role in your treatment and in your entire healingprocess. Their nurses are chosen from the bestcandidates from schools with outstanding and proventrack records, and are trained further to provide youwith the best healthcare possible. They are inspiredby the innovative vision of outstanding patient carefirst personified by the celebrated 19th-centuryBritish nurse Florence Nightingale.
Their nurses undergo a competency-based trainingbased on a distinct MakatiMed nursing model that
combines quick thinking, a compassionate heart, andthe readiness for hard manual work.
Proof of their success in training is that Makati Meds
Nursing Services have consistently rated high in ourpatient satisfaction index through the years.
8/2/2019 Makati Med - Presentation Rev
13/32
Core CompetenciesThe nurses are trained in 12 areas of competence:
Safe and quality nursing
Management of environment and resources
Health and education
Legal responsibility
Ethico-moral responsibility
Personal and professional development
Quality improvement
Research
Records management
Communication
Collaboration and teamwork
Customer service
8/2/2019 Makati Med - Presentation Rev
14/32
These 12 competencies are used as
follows:
To evaluate performance of nursesAs the basis for advanced practice andspecialization
To protect the public from incompetentpractitioners
As a yardstick for unethical andunprofessional practice
8/2/2019 Makati Med - Presentation Rev
15/32
Achieving Exceptional Nursing Care
MakatiMed maintains excellent nursing care by:
Recognizing that the scope of our nurses work extends
throughout all areas of operation, encompassing clinicaskills, caring, customer relations and even financial andlogistics planning
Nurturing our nurses and cultivating their skills throughcontinuing education and research
Empowering our nurses to make decisions
Granting them a clear and attractive career path
Constantly evaluating our nursing services, andmodifying work protocols, nursing policies, andprocedures to align them with ever-rising globalstandards
8/2/2019 Makati Med - Presentation Rev
16/32
Units of the Nursing Services DivisionMakatiMeds Nursing Services Division
has five units:
General Nursing UnitsHigh Risk Nursing Units and ProgressiveCare
Operative Services
Emergency Department / OutpatientServices
Professional Development and Training
Center for Excellence and Ancillary
Services
8/2/2019 Makati Med - Presentation Rev
17/32
The also have special
training for pain
management, cancer, heartand blood vessels,
peritoneal conditions,
Hemodialysis, and Triagenursing to prepare them forthe particular demands of
the Emergency Room.
8/2/2019 Makati Med - Presentation Rev
18/32
MakatiMed is also affiliated with the Makati
Medical Center College of Nursing.
Belief
MakatiMed nurses believe that everyone
should be treated with dignity, courtesy andcompassion, and that the quality of care theyprovide should be unaffected by race, cultureand religious belief. Your nurses believe thatyour rights must be respected and yourphysical, psychological and spiritual healthvalued at all times.
To instill this belief in all nurses, they hold
annual workshops and even offer outsidetraining to our qualified staff.
8/2/2019 Makati Med - Presentation Rev
19/32
The Team
Nursing Services OfficersVice President: Malou P Furio, PHD, RNAssistant Vice President:
Antonio G. Gabriel, RNDepartment of Critical Care and Progressive
Care:Grace A. Francisco, RN
Operative Services: Prescila Lamasan, RNProfessional Development and Training:
Ivy S. Alcantara, RNGeneral Nursing Units: Cecile Pangan, RNEmergency Department: Arsenia Cruz, RNHome Care: Helen V. Salvador, RNHigh Risk Units: Nelly D. Sagun, RN
QA & Safety Officer: Rommel Alegre, RN, MANCenter for Excellence & Ancillary Services:Zenaida Chua, RN
8/2/2019 Makati Med - Presentation Rev
20/32
Force field analysis
Force field analysis provides aframework for looking at thefactors (forces) that influence asituation, originally socialsituations. It looks at forces that
are either driving movementtoward a goal (helping forces) orblocking movement toward agoal (hindering forces). Theprinciple, developed by KurtLewin, is a significantcontribution to the fields of socialscience, psychology, socialpsychology, organizational
development, processmanagement, and changemanagement
http://en.wikipedia.org/wiki/Force_field_analysishttp://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Social_sciencehttp://en.wikipedia.org/wiki/Social_sciencehttp://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Social_psychologyhttp://en.wikipedia.org/wiki/Social_psychologyhttp://en.wikipedia.org/wiki/Organizational_developmenthttp://en.wikipedia.org/wiki/Organizational_developmenthttp://en.wikipedia.org/wiki/Process_managementhttp://en.wikipedia.org/wiki/Process_managementhttp://en.wikipedia.org/wiki/Change_managementhttp://en.wikipedia.org/wiki/Change_managementhttp://en.wikipedia.org/wiki/Change_managementhttp://en.wikipedia.org/wiki/Change_managementhttp://en.wikipedia.org/wiki/Process_managementhttp://en.wikipedia.org/wiki/Process_managementhttp://en.wikipedia.org/wiki/Organizational_developmenthttp://en.wikipedia.org/wiki/Organizational_developmenthttp://en.wikipedia.org/wiki/Social_psychologyhttp://en.wikipedia.org/wiki/Social_psychologyhttp://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Social_sciencehttp://en.wikipedia.org/wiki/Social_sciencehttp://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Force_field_analysis8/2/2019 Makati Med - Presentation Rev
21/32
Change management is a
structured approach toshifting/transitioning
individuals, teams, and
organizations from a current
state to a desired future state.
It is an organizational processaimed at helping employees
to accept and embracechanges in their currentbusiness environment.
http://en.wikipedia.org/wiki/Individualhttp://en.wikipedia.org/wiki/Teamhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Teamhttp://en.wikipedia.org/wiki/Individual8/2/2019 Makati Med - Presentation Rev
22/32
Kotter defines change
management as the utilizationof basic structures and tools to
control any organizationalchange effort. Change
management's goals is tominimize the change impacts
on workers and avoiddistractions.
8/2/2019 Makati Med - Presentation Rev
23/32
organizational change
Mission changes,Strategic changes,Operational changes(including Structuralchanges),Technological changes,Changing the attitudes
and behaviors ofpersonnel
8/2/2019 Makati Med - Presentation Rev
24/32
Organizational Change Management
should begin with a systematicdiagnosis of the current situation inorder to determine both the need forchange and the capability to change.
The objectives, content, and process of
change should all be specified as partof a Change Management plan.Change Management processes mayinclude creative marketing to enablecommunication between change
audiences, but also deep socialunderstanding about leaderships styles
and group dynamics.
8/2/2019 Makati Med - Presentation Rev
25/32
Organizational Change
Management aligns groupsexpectations, communicates,integrates teams and managespeople training. It makes use ofperformance metrics, such asfinancial results, operationalefficiency, leadership
commitment, communicationeffectiveness, and the perceivedneed for change to designappropriate strategies, in orderto avoid change failures or solvetroubled change projects.
8/2/2019 Makati Med - Presentation Rev
26/32
Successfulchange
management ismore likely tooccur if the
following areincluded:
8/2/2019 Makati Med - Presentation Rev
27/32
Benefits management and realization to definemeasurable stakeholder aims, create a businescase for their achievement (which should be
continuously updated), and monitorassumptions, risks, dependencies, costs, returnon investment, dis-benefits and cultural issuesaffecting the progress of the associated work.Effective Communications that informs various
stakeholders of the reasons for the change(why?), the benefits of successfulimplementation (what is in it for us, and you) aswell as the details of the change (when? where?who is involved? how much will it cost? etc.).Devise an effective education, training and/orskills upgrading scheme for the organization.Counter resistance from the employees ofcompanies and align them to overall strategic
direction of the organization.Provide personal counseling (if required) toalleviate any change related fears.Monitoring of the implementation and fine-tuningas required.
8/2/2019 Makati Med - Presentation Rev
28/32
organizational management
styles and cultures in terms ofleadership climates defined by(1) authoritarian, (2) democraticand (3) laissez-faire work
environments. Authoritarianenvironments are characterizedwhere the leader determines
policy with techniques and stepsfor work tasks dictated by theleader in the division of labor.
http://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Culturehttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Authoritarianhttp://en.wikipedia.org/wiki/Democratichttp://en.wikipedia.org/wiki/Laissez-fairehttp://en.wikipedia.org/wiki/Division_of_laborhttp://en.wikipedia.org/wiki/Division_of_laborhttp://en.wikipedia.org/wiki/Laissez-fairehttp://en.wikipedia.org/wiki/Laissez-fairehttp://en.wikipedia.org/wiki/Laissez-fairehttp://en.wikipedia.org/wiki/Democratichttp://en.wikipedia.org/wiki/Authoritarianhttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Culturehttp://en.wikipedia.org/wiki/Management8/2/2019 Makati Med - Presentation Rev
29/32
Members are given choices and
collectively decide the division of labor.Praise and criticism in such an
environment are objective, fact minded
and given by a group member without
necessarily having participatedextensively in the actual work. Laissez-
faire Environments give freedom to thegroup for policy determination without
any participation from the leader. Theleader remains uninvolved in workdecisions unless asked, does not
participate in the division of labor, and
very infrequently gives praise. (Miner2005: 39-40)
http://en.wikipedia.org/wiki/Choicehttp://en.wikipedia.org/wiki/Collectivehttp://en.wikipedia.org/wiki/Praisehttp://en.wikipedia.org/wiki/Criticismhttp://en.wikipedia.org/wiki/Objectivity_(science)http://en.wikipedia.org/wiki/Objectivity_(science)http://en.wikipedia.org/wiki/Criticismhttp://en.wikipedia.org/wiki/Praisehttp://en.wikipedia.org/wiki/Collectivehttp://en.wikipedia.org/wiki/Choice8/2/2019 Makati Med - Presentation Rev
30/32
. The leader is not necessarilyhostile but is aloof from
participation in work andcommonly offers personalpraise and criticism for the workdone. Democratic climates arecharacterized where policy isdetermined through collectiveprocesses with decisionsassisted by the leader. Beforeaccomplishing tasks,perspectives are gained fromgroup discussion and technicaladvice from a leader.
8/2/2019 Makati Med - Presentation Rev
31/32
c h a l l e n g e s
8/2/2019 Makati Med - Presentation Rev
32/32
Top Related