M382-Dr. Okour-L9-Communication

Communication:
 Definition: A process of transferring meanings

with true understanding from a sender to a
receiver.
 There are three key elements:
 The sender.
 The medium.
 The receiver.
 The communication process model:
Communicator’s meaning words or signs
Receiver’s reception of the message
Receiver’s understanding of the message
Feedback
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M382-Dr. Okour- L9-Communication
Communication:
 The used media in communication include:

 Self-example: Don’t ask people to do things
you wouldn’t do yourself (e.g. showing up to
work and leaving at time).
 Pictures: pictures and posters transmit an easy
and simple way of communication (e.g.
burning cigarette with an X over it-no smoking,
extended finger over lips- visitor be quite,…),
moving pictures over the TV or video recorded
messages.
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Communication:
 Communication methods:
1. Written communications:
 The most formal and common
communication means.
 It conveys a degree of authority not
presented in other ways.
 Provide a permanent record of the
message.
 Overwhelming choice when lengthy or
detailed instructions or procedures need to
be disseminated.
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Communication:
1. Written communications:
 Provide the receiver to refer to the messages
as legal and instructional reference during
work. It also give the receiver the chance the
study the message at length and repeatedly if
needed (rules, polices,…).
 The formality of a written message gives
greater importance.
 Provide the sender with legitimacy in
controlling and appraisal of performance.
 Save a lot of organizational time and efforts.
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Communication:
 Verbal communications:
 This includes person-to-person, telephone,
telegraph, and video equipment.
 The most effective is person-to-person
which is generally informal.
 They permit a loose and more intimate
(seeing the receiver and vice versa)
contact than any other communication
form.
 Chance of getting immediate feedback.
 It is time consuming, not suitable for
instructing large number of people.
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Communication:
 Nonverbal communications:
 Body movements- the way they act,
move, smile, sit, stand, or walk.
 Physical environment: room design,
furniture style, colors of walls,
floors, furniture and accessories can
influence people and create a
particular mood and communication
pattern.
 Colors are described as:
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Communication:
 Secure, comfortable, tender,

soothing, calm, peaceful, (blue or
green)
 As exciting, stimulating, hostile,
upset, protective, (orange or red)
 As powerful, unhappy (black):
 As cheerful, joyful (yellow):
 As dignifying and great (purple).
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Communication:
 Communication media uses formal or informal

channels to disseminate the messages.
 Formal channels: established and defined by
the organization (written, verbal)
 Informal channels: direct communication
between the personnel, associates, or friends
ignoring the formal route. Informal channels
are employed to:
 Get things done quickly and easily.
 Getting immediate job satisfaction.
 Lighten managerial workloads.
 Excellent source of feedback.
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Communication 2:
Communication Networks
Chain All channel
Wheel
Criteria: Criteria: Criteria:
Speed Fast Speed Fast

Speed Moderate
Accuracy High Accuracy High Accuracy Moderate
Emergence Moderate Emergence of None

of leader
Emergence High
leader
of leader
Member Moderate
Member Low Member High
satisfaction
satisfaction
satisfaction
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M382-Dr. Okour- L10- Communication2
Communication
Barriers to effective interpersonal communication
1. Filtering:
 When intentional manipulation of information
to make it appear favorable to the manager.
2. Information overload:
 When the information we have to work with
exceeds our capacity.
3. Defensiveness:
 When people feel that they being
threatened, they react in a way reduce
mutual understanding.
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Communication
Achieving Effective Communication
The following ways help achieve effective
communication:
1. knowing the steps in communication
process.
2. Using simple and repetitive language.
3. Employing empathy.
4. Learning how to receive and to give
feedback.
5. Developing effective listening habits:
6. Following the 10 commandments of good
communication.
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Communication
1. knowing the steps in communication
process.
There are four steps:
 Attention:
– If the manager keeps the message
interesting and informative, there is a good
chance the receiver will not be distracted by
the daily life events (daydream, mentally
wonder while viewing the message).
– The listener should concentrate on the
message, screening out all disturbances and
mind competitions.
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Communication
knowing the steps in communication process.
 Acceptance:
– Simply willing to go along with the message.
– The will means agreed or neutrality about
the “request” despite going along with it, but
not rejecting the request, which should be
given extra attention and investigation from
the superior.
– In this aspect, a manager should not force
organizational demands and requests
between employees and their families or
personal responsibilities.
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Communication
knowing the steps in communication process.
 Understanding:
– How can a manager be sure employer gets the
message?
– Simply asking what did he/she understood,
not if he/she understood or not.
 Action:
– Following and doing what was requested.
– If things pass to the action stage, the action
should be followed up for the unforeseeable
conditions that may occur suddenly.
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Communication
2. Using simple repetitive language:
 Short memos and reports get better results
than long ones- they are easy to read and
comprehend.
 Elements of good language used in messages
are:
– Clear and understandable.
– Coherent and logically presented.
– Elaboration on some subjects or elimination of others.
– Interesting opening of a written message.
– In verbal message, give chance for questions.
– Presenting the easiest part first, followed by the more
difficult to the most difficult.
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Communication
3. Employing empathy:
 Putting one’s self into another’s place.
 This means understanding of other
people’s thoughts, feelings, pain, and
sharing their joy.
 This will lead to a healthy relationship
and successful management.
 Interchanging between work-oriented
policies to people-oriented according to
the conditions.
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Communication
4. Learning how to receive and give
feedback:
– Soliciting feedback- asking for it,
encouraging the receiver to give feedback.
– A manager should convey a feedback to
subordinates in a politically appropriate way.
5. Developing effective listening habits:
 Most people are able to listen more than
they can express. It is useful to learn
some listening techniques:
– Do not label the speaker as boring because
of the way the substance was presented,
rather listen to what being said.
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Communication
Developing effective listening habits:
– Give the speaker a chance to communicate,
convey yourself that something of value you
are listening to, if you need ask questions.
– Try to note the techniques the speaker using,
if you should adopt any.
– Try to take notes, evaluate, and integrate the
material into your knowledge, note any
hidden messages.
– Maintain eye contact with the speaker,
giving feedback in facial expressions, nodes,
or other body languages to be an active
listener.
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Communication
6. Follow the 10 commandments of good
communication:
1. Clarify your ideas before
communicating: properly plan for the
communiqué, and identify who will be
affected.
2. Examine the true purpose of the
communication: objectives.
3. Take the entire environment (human
and physical) into consideration.
4. If needed, obtain advice from other in
planning a communiqué.
5. Be aware of overtones- the manner it is
being communicated. 19
Communication
Follow the 10 commandments of good communication:
6. Convey useful information.

7. Follow up on the communication:
seek feedback, check for
understanding.
8. Think of short run and long run
consequences of your decision.
9. Support your words with deeds.
10. Be a good listener.
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Motivation
Motivation:
 Definition:
 Means incentives, inspiration, stimulus.
 It is a goal-directed behavior.
 We cannot see motivation, but we infer
it from one’s or group’s behavior or
action.
 Motive which means (needs, wishes,
wants) stimulate and maintain a
certain level of activity and determine
the general direction of an individual
behavior
M382-Dr. Okour- L12-Motivation

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Motivation
Motivation:
 Definition:
 It is a process that account for an individual’s
willingness to exert high level of effort to reach
organizational goals, conditioned by the effort's
ability to satisfy some individual need.
 Effort here is a measure of intensity added to a quality
of work.
 The need is an internal state that makes outcomes
attractive, and in such, “motivation” becomes a need
satisfaction process.
 It is a result of interaction between a person
and a situation.

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Motivation
Motivation:
 Motivation has two elements:
 Movement.
 Motive.
 Motives / intent / wish / need:
 Are only deduced, cannot be seen.
 Are the mainsprings of motivation.
 Are directed towards goal achievement.
 Are the real “Whys”.
 Movement / Action:
 Can be seen.
 Reflect the level of determination.
 Related to intensity and quality.

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Motivation
 In this essence if a person has a motive

and a goal, we assume that the person is
motivated and a process of motivation
exist or a person is unmotivated.
Motive Action Goal

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Example:
Motive / Why / Need / Action / Movement

Goal/Intent
‫ رضى هللا‬All action are with one
eventual intent
Recognition Working for Promotion
Lowering Infant mortality Practicing comprehensive MCH

rate (IMR) care
Free one’s country Revolt / Resist / Fight
Getting married Work overtime for money
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Motivation
 The example illustrates the effect of a

need on type of action.
 In the same time there may exist
multiple motives for a person that he
whishes to satisfy.
 This will lead to prioritize these needs,
and to work upon the greatest need
strength.
 This process involves a need, a behavior,
and need satisfaction.

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Motivation
Motivation in Action
Need
satisfaction
Goal-
directed
Motive / Need behavior

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Motivation
Needs/ Motives: In its nature, motivation

involve a psychological process.
According to Abraham Maslow
(Psychologist), There are five types of
motives / needs:
1. Physiological.
2. Safety.
3. Social needs.
4. Esteem needs.
5. Self-actualization.

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Motivation
1. Physiological: this is the most basic of

all needs, the needs that cannot live
without:
 At home: food, clothing, shelter, etc.
 At work: cafeteria, vending machines,
water fountains, ventilation, Lighting,
heating, recreation.

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Motivation
2. Safety needs: 2 types

 Survival: take form of lows designed to
protect the life of individual - traffic lows,
health regulation, anticrime legislations.
 Security: has two dimensions:
 Physical (safety equipments and rules, health
insurance).
 Psychological (secure job) a person needs to feel
secure in job- will not loose job in any time the employer
wants-arbitrary layoff).
 Adequate salaries are another form of satisfying
these needs.

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Motivation
3. Social needs:
 When the last two needs are met, the
social need becomes important. This
involves
 Interaction with others to establish
meaningful relationships.
 Socializing or developing informal network
of social interaction to promote higher
morale and productivity.

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Motivation
4. Esteem needs: Feel important to self and to
others. It will be satisfied if the former needs
are met. Two motives are related here: the
prestige and the power.
 Prestige: keeping up with one’s status or position-it
affects the way the people talk or act around the
person. Prestige may take the form of a symbol such
as big house, car, expensive clothing etc. This is
related to the person’s personality and preferences.
 Power: the ability to influence or induce behavior in
others. Two kinds of power:
 Position power: comes from the individual’s status or place
in the organization
 Personal power: comes from personality and behavior.

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Motivation
5. Self-actualization: this comes after meeting

all other needs. This is a temporary feeling a
person gets when he/she is able to realize full
potential. two motives are involved:
 Competence: able to control the surrounding
factors. This includes job mastery and professional
growth.
 Achievement: attainment of objectives. An inner
drive to achieve the objectives is powerful force.
Worker here are self-motivated. In the same time,
the organization provides the employee with
measurable objectives and rewards those who
achieve them.

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Motivation
Need dissatisfaction
 The research indicates that need
satisfaction is less in lower level
employees.
 Dissatisfaction (blocked satisfaction) with
job may lead to one of two reactions:
 Cognitive dissonance: when one’s role does not
fit the work reality- cause tension.
 Frustration: real or imaginary cause the following
behaviors:

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Motivation
 Frustration: cause the following
behaviors:
 Aggression: results in hostility to colleges,
superiors, self, family, surroundings, etc.
when feels nothing can be done to alleviate
the problem
 Rationalization: looking for excuses for what
happened. E.g. no promotion-Why???--- “I
didn’t want that promotion” or “you need
strong relationships with managers”…

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Motivation
 Frustration: cause the following behaviors (cont.):
 Regression: type of frustration when a
person behave regressively or relapse to a
position with no action- deteriorate
 Fixation: continues to exhibit same behavior
despite being ineffective. E.g. out of
frustration, the person keep coming late.
Punishment for wrong actions may induce
improvement or fix the wrong behavior.
 Resignation: after long time of frustration
and no improvement.

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Motivation
Behavior modification:
 People act or refrain from acting in a way
based on the consequences or rewards
associated with such behavior. If we need
to change any behavior in any person,
there are four ways to do it:
 Positive reinforcement.
 Negative reinforcement.
 Extinction.
 Punishment.
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Motivation
Behavior modification (change):

 Positive reinforcement: when a
person is rewarded for doing a job
correctly. Rewards may be a verbal
or written appreciation or high
regard, money, or other forms.
 Negative reinforcement: increases
the frequency of a certain behavior
while little by little terminates
undesirable behavior.
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Motivation
Behavior modification:
 Extinction: this an active involvement
in terminating the undesirable
behavior by teaching or learning the
desired behavior
 Punishment: after doing something
wrong, a punishment follows
immediately.

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Motivation
Reinforcement schedules
 The goal is reinforce a behavior for a
long period of time. There are two types
of schedules:
 Continuous: every time an employee is doing
something good is rewarded. This is an
immediate reinforcement.
 Intermittent: based on variable or random
manner, the behavior continuous for longer
period after the reward has stopped. There
are four types of this schedule:

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Motivation
Reinforcement schedules
There are four types of this schedule:
 Fixed-ratio schedule: after specific
number of good responses, e.g. 4:1.
 Fixed-interval: based on fixed period of
time.
 Variable-ratio: based on ratio, but
different each time, so the employee
doesn’t know when.
 Variable-interval: based on random
periods.
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Motivation
Compensation and salary:

 Compensation depends on the health
organization strategy in setting competitive
wages and other benefits (health insurance,
overtime, working environment, baby day care
facility, etc.).
 The salaries are rewarded based on:
 Grading and rating system of the employees. After a
period of time on hiring an employee, the
employee’s position is reviewed for changing the
status and the salary degree.
 The key to increasing compensations is performance
evaluation (appraising), which is designed according
to the organizational policy.

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Performance Appraisal
44
Performance evaluation for health care organiza
Overall
Individual behavior Departmental organizational
behavior behavior
Task performance Morale Resource
Factors to be Work quality Absenteeism utilization
evaluated Work quantity Turnover Patient care
Attitude Patient care Return on
investment
Graphic rating Surveys Surveys

scale Employee ratings External
Evaluation Paired comparison Patient ratings evaluations
measurement Objectives- Inter-departmental Employee
methods oriented rating performance evaluations
comparisons Cost analysis
Cross-institutional profit
comparisons Utilization review
Cross-institutional
comparisons
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1. Individual employee appraisal:
 several instruments or methods are used.
 Theses instruments should be valid and
reliable.
 We check for work quantity, work quality,
reliability, and effort.
 Methods includes:
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Individual employee appraisal methods
1. The graphic rating scale: One of
the most popular appraisal
instruments:
– Adding up the points
– Everyone may obtain high score
– Evaluate all performance items at a
time
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Individual employee appraisal methods-Graphic rating scale
Check item Unsatis- Need satisfactory Outstanding
factory attention
1. Quantity -Amount of performance

of work -Completion on time
2. Quality of -Accuracy.
work -Effectiveness.
-Compliance with
instructions.
-Use of tools and equipments.
-Neatness of work product.
-Reports & correspondence.
-Thoroughness.
3. Work -Attendance.
habits -Observance of working
hours
-Observance of rules
-Safety practices
-Personal Appearance
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Individual employee appraisal methods-Graphic rating scale
Check item Unsatis- Need Satisfactory Outstandin

factory attention g
4. Personal -With employees and

relationships supervisors
-With public
5. -Planning &assigning
Supervisory -Training &instructing
ability (for -Disciplinary control
supervisors -Evaluating performance
only) -Delegating
-Making decisions
-Fairness &impartiality
-Unit morale
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2. Paired comparison method:
– More discriminating.
– Compare each employee to other
group member
– Usually one person emerges as the
best
– Can be compared for each item of
performance separately, not
necessarily for all at a time.
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3. Peer review:
– Individual workers are evaluated by
their fellow workers.
– Not valid in every area of workers
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 Appraisal of top-level managers:
• It takes more comprehensive and formal
tools in this area.
• This is an open-ended method with
quantitative and qualitative factors taken
into account.
• It should include:--
– Accountability (responsibility) statement.
– Measures for evaluation.
– Standards associated with the tasks and
the responsibilities.
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 Appraisal top-level managers:
1. Accountability (responsibility) statement:
– Planning and organizing.
– Achieving hospital objectives.
– Quality of medical services.
– Crisis resolution.
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• Appraisal top-level managers:
2. Areas of measurement: ( e.g. related to
planning & organizing):
– Effectiveness of planning process.
– Inputs to board of decision making.
– Perception of the community of how will its
need are being met.
3. Standards associated with the tasks and
the responsibilities. e.g. achieving 80%
of the declared goals.
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Performance appraisal biases
1. Problems originate from the evaluator (evaluator
error):
1. Central tendency: gives average evaluation-punishes the
best, rewards the poorest.
2. Leniency (mercy): gives high rating-does not distinguish
good from bad.
3. The halo effect: evaluation of a person is influenced by the
person’s best specific item performance.
4. Random response: random appraisal- not related to
performance.
5. Similarity: tied to him/herself. Those who seem to be most
likely like him/her are (family, race, ..) given the highest
rating, and the lowest ranking to those seem the contrast to
the evaluator.
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Performance appraisal problems
2. The employee being evaluated:
• Seniority: long years in employment may be (or not) related
to high appraisal, not related to performance.
• Gender:
• male-appraising-male or female.
• Female-appraising-male or female.
3. The rating scale:
• The location of a particular question on a performance
evaluation form
• The type of scale to be used, rating on objective or
descriptive scales are more reliable, less influenced by
bias, and show less deviation between raters in leniency
and severity
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Reliability and validity of performance appraisal
• Characteristics of reliable evaluation:

– Consistency: two alternative ways of
gathering the same information will elicit
substantially similar results
– Stability: the proven ability of the same
measuring instrument to give the same results
several times in a row if the characteristic it is
supposed to be assessing has not changed
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• How to improve reliability?
– Using multiple observations
– Compare departmental performance and
employee ratings of individuals in different
departments who perform the same basic
kind of jobs
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Validity
• Validity:
– The degree to which an instrument measures what it
is intended to measure.
– An instrument can be reliable but not necessarily valid.
• How to ensure instrument validity:
– Identification of performance-related dimensions
– Developing performance measures which are
appropriate to the specific hierarchical level
– Time dimension: 3-6 months for lower level when
objective measures such as work output, tardiness,
and costs. Long-range measures in objectives e.g.
patient satisfaction, community relations, expansion of
service, and organizational effectiveness
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Departmental evaluation
• Designed to provide an overview of

the group’s behavior
• factors evaluated:
– Absenteeism
– Turnover
– Patient care
• Measured through survey instrument,
interdepartmental performance
comparison
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Overall organizational evaluation
• The purpose is to evaluate the whole situation
according to the goals, the objectives, and the
standards.
• This evaluation includes qualitative and
quantitative factors:
– Quantitative factors: cost containment programs.
– Qualitative: effective patient care.
• Evaluation measures used are similar to those
employed at the departmental and individual
levels
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Introduction to
Health Policy
Health Policy Defined
 Health policies are public

policies or authoritative
decisions that pertain to health
or influence the pursuit of
health
 Health policies affect or
influence groups or classes of
individuals or organizations
Forms of Health Policies
 Thereare five main forms of

health policies
Laws
Rules/Regulations
Operational Decisions
Judicial Decisions
Macro Policies
Laws
A rule of conduct or action
prescribed or formally recognized as
binding or enforced by a controlling
authority
 Enacted by any level of government
 Can also be referred to as a program
 For example, the Medicare program
Rules/Regulations
 Designed
to guide the
implementation of laws
 Can be made in the
executive branch by the
organizations and agencies
responsible for implementing
laws
Operational Decisions
 Operationaldecisions are made by

the executive branch of the
government as a part of the
implementation of a law
 Normallythese decisions consist of
protocols and procedures that follow
the implementation of a new law
 These
decisions tend to be less
permanent than rules or regulations
Judicial Decisions
 These are policies that are created
as a result of a decision made in
the court system
 Forexample, an opinion listed in
1992 by a DHHS administrative law
judge stated that a hospital was in
violation of the Rehabilitation Act
Amendments of 1974
Macro Policies
 Macro policies are broad and

expansive and help shape a
society’s pursuit of health in
fundamental ways
 Example
FDA regulation of
pharmaceuticals
Categories of Public Health
Policies
 Public
health policies are
grouped into two categories
Allocative
Regulatory
Allocative Policies
 Designed to provide net benefits to
some distinct group of class of
individuals or organizations, at the
expense of others(?), in order to ensure
that public objectives are met
 In general, allocative policies come in
the form of subsidies
 Examples
Medicare and Medicaid policies (USA)
Health insurance
Regulatory Policies
 Policies designed to influence the actions,
behaviors, and decisions of others to ensure
that public objectives are met
 Five main categories of regulatory policies
Social regulations
Quality controls on the provision of health
services
Market-entry decisions
Rate or price-setting controls on health
service providers
Market-preserving controls
Social Regulations
 These regulations are established in
order to achieve socially desirable
outcomes and to reduce socially
undesirable outcomes
 Examples
Environmental protection
Childhood immunization
requirements
No smoking
Quality Controls
 These regulations are intended to
ensure that health services providers
adhere to acceptable levels of quality
in the services they provide and that
producers of health-related products
meet safety and efficacy standards
 Example
Regulation of pharmaceuticals
New quality assurance protocols
Market-entry Restrictions
 Theseregulations focus on licensing

of practitioners and organizations
 Example
Certificateof accepted
accreditation of care
Physician credentialing
Rate or Price-setting Controls
 Theseregulations are designed to
control the growth of prices
 Example
The government’s control of the
rates of reimbursement to hospitals
that treat by MOH insurance
Market-preserving Controls
 Theseregulations establish
and enforce rules of conduct
for market participant
 Example
Antimonopoly legislation
Marketing
Marketing:
 This is a process of planning and
managing all transactions between
an organization and its constituents.
 Constituents are varied groups of:
• Patients.
• Physicians.
• Local community.
• Governmental agencies.
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M382-Dr. Okour- L11- Marketing
Marketing
Marketing:
 For each of these groups or any
other groups, the health
organization need to identify what
are their opinions regarding the
health organization and its
services.
 This inquiry focus on the four (Ps):
 What are the four Ps?
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Marketing
Marketing:
 The four (Ps):
 The product:
 Price:
 Place:
 Promotion:
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Marketing
 The product: services offered.

 This is determined by:
– The demand.
– The available resources to meet these
demands.
 Price: determined by two main
factors:
– The general market (competitors and
consumers).
– Government and insurance companies.
81
Marketing
 Place: The place where the services

are offered. This include hospital,
satellite clinic, mobile clinic, etc..
 Promotion: How the organization
lets people know about its services.
Through which communication
channels the message is spread out
(newspaper, TV, satisfied patient).
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Marketing
Types of Marketing (to Whom).

 Patient marketing: defining the
patient population is related to
preparing and influencing the:
– Services.
– The staff
– The finance options.
 Community oriented: all people in
need of health care or a segment of
them.
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Marketing

 Community Marketing: Building a
positive good will in the local
community about the hospital or the
health care institutions by:
 Appointing a Director of Community Relations
who has functions like:
 Developing a close relationship with important
organization in the local areas.
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Marketing

 Community Marketing:
 Gathering information on the community’s
health needs. Preparing and sending out news
and information about the hospital using the
annual reports, and media.
 Offering a community education programs that
will help improve the health of local residents.
 Helping establish outreach programs through
the formation of drug ,alcohol, and cigarette
smoking with-drawl clinics.
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Marketing
Marketing to Whom.
 Special public orientation: serves
certain groups of patients, e.g. ill-
terminal patients.
 Referral orientation: specialized in
skilled care
 Physician marketing: hospitals,
organizations, insurance companies
advertise or communicate with
physicians to use their services.
86
Marketing
Marketing to Whom.
 Donor and volunteers marketing: wealthy
people, associations, or individuals.
 Donors : consist of a small # of wealthy people who
have given a certain sums of money to the hospital
as a donations.
 The CEO or Director of Development can hit their
generosity by:
1. Have an up-to-date list of past donors and their
contributions.
2. Be continually on the lookout for new donors.
3. develop an effective communication appeal that
inspires people to contribute.
4. Let the donor know what is being done with their
donation.
5. Create a feeling among the donors that they are
engaged in the support of a worthwhile cause.
87
Marketing
Marketing to Whom.
 Donor and volunteers marketing: wealthy
people, associations, or individuals.
 Employer marketing for:
– Using the services offered.
– Attracting the best health care professionals
to work in the organization.
 Government marketing: keeps cost under
control, and helps governmental agencies
accept and use the offered services.
88
Marketing
Marketing Techniques
 The techniques are the methods used to
conduct marketing procedures. These
are:
 Patient’s attitude surveys.
 Studies of offered services.
 Definition of targeted market (formally).
 Development of the demographic profile of
the patient population.
 Marketing research for feasibility of services.
 Patient oriented advertising.
89
Marketing
Marketing in Action
 Health care marketing go hand-in-hand
with strategic planning.
 Thus, in the beginning the marketing
audit research is used to provide
information about the patient needs.
 Then basic mission and overall objectives
are formulated.
 Next, strategies and objectives for each
market segment are constructed
(including patient market, physician
market, donor market, employer market,
and governmental agencies market)
90
Marketing
1. -Marketing Audit
2. Development of
-Marketing research mission and overall
- Patient-oriented objectives
3.Formulation of
strategies for
5.Evaluation of each market
Overall Plan segment
4.Implementation of
marketing plan
91
Marketing
Marketing implementation problems:

1. A lack of training on marketing.
2. Misunderstanding the function of
marketing.
3. Political conflicts in the local area.
4. Marketing research.
92
Marketing

1. A lack of training on marketing.
 Currently, there are few health care managers with
extensive training or background in marketing.
There are 3 ways of overcoming this problem:

1) By making marketing course seminars or conferences
available to the managers.
2) Hire experienced managers with marketing
knowledge from outside the health care field.
3) Temporarily hire outside marketing expertise on a
consulting basis.
93
Marketing

2. Misunderstanding the function of
marketing:
 Function of the health care marketing
is often combined together with that
of public relations, which is often
located far down the hierarchy, and
marketing is too important to be placed
at that level.
94
Marketing
3. Political conflicts in the local area
 While marketing can help a hospital or

health care facility identify those
services that are financially profitable,
the actual implementation of a “for
profit” strategy, no matter how
efficient, is sometimes political suicide.
95

M382-Dr. Okour-L9-Communication

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M382-Dr. Okour-L9-Communication

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Communication:

 Definition: A process of transferring meanings

 The used media in communication include:

 Secure, comfortable, tender,

 Communication media uses formal or informal

Criteria: Criteria: Criteria:

Speed Fast Speed Fast

Emergence Moderate Emergence of None

6. Convey useful information.

M382-Dr. Okour- L12-Motivation

M382-Dr. Okour- L12-Motivation

M382-Dr. Okour- L12-Motivation

 In this essence if a person has a motive

Motive Action Goal

M382-Dr. Okour- L12-Motivation

Motive / Why / Need / Action / Movement

Lowering Infant mortality Practicing comprehensive MCH

Free one’s country Revolt / Resist / Fight

Getting married Work overtime for money

 The example illustrates the effect of a

M382-Dr. Okour- L12-Motivation

M382-Dr. Okour- L12-Motivation

Needs/ Motives: In its nature, motivation

M382-Dr. Okour- L12-Motivation

1. Physiological: this is the most basic of

M382-Dr. Okour- L12-Motivation

2. Safety needs: 2 types

M382-Dr. Okour- L12-Motivation

M382-Dr. Okour- L12-Motivation

M382-Dr. Okour- L12-Motivation

5. Self-actualization: this comes after meeting

M382-Dr. Okour- L12-Motivation

M382-Dr. Okour- L12-Motivation

M382-Dr. Okour- L12-Motivation

M382-Dr. Okour- L12-Motivation

Behavior modification (change):

M382-Dr. Okour- L12-Motivation

M382-Dr. Okour- L12-Motivation

Compensation and salary:

M382-Dr. Okour- L12-Motivation

Graphic rating Surveys Surveys

1. Quantity -Amount of performance

Check item Unsatis- Need Satisfactory Outstandin

4. Personal -With employees and

• Characteristics of reliable evaluation:

• Designed to provide an overview of

 Health policies are public

 Thereare five main forms of

 Operationaldecisions are made by

 Macro policies are broad and

 Theseregulations focus on licensing

 The product: services offered.

 Place: The place where the services

Types of Marketing (to Whom).

Types of Marketing (to Whom).

Types of Marketing (to Whom).

Marketing implementation problems:

Marketing implementation problems:

There are 3 ways of overcoming this problem:

Marketing implementation problems:

3. Political conflicts in the local area

 While marketing can help a hospital or

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