Makati Med - Presentation Rev

8/2/2019 Makati Med - Presentation Rev

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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.
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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.
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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.
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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


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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.


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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.


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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.


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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.


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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.


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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.
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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.


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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


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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


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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


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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


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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.


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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.


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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


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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_analysis


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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.
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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.


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organizational change

Mission changes,Strategic changes,Operational changes(including Structuralchanges),Technological changes,Changing the attitudes

and behaviors ofpersonnel


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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.


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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.


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Successfulchange

management ismore likely tooccur if the

following areincluded:


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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.


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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/Management


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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/Choice


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. 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.


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c h a l l e n g e s


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Documents

Makati Med - Presentation Rev