1. CEO Dispute PGDHCM Dr. Manjiri Joshi Dr. Loveleen Sharma Dr. Jhansi Rani Mr. Chandra-shekhar Miss Lisalin Mahapatra Dr. Sainath Miss Divya Nair

2. Changes by CEO Timings – 8 am to 8 pm [day clinic] Out sourcing lab work Procurement of new machinery [upgraded x-ray, sonography, dentistery machines,] Out patient dept rooms have been changed Computerized pt registration 2 new specialist have joined the clinic [nephrologist and dentist] Name of the clinic was changed Staff reduced as some could not manage the time.

3. Doctors say Complaints Clash of timings [with their other clinics] Confusion at front office No definite role of staff assisting the doctor No back support [physio, lab reports] Long hours of work No proper facilities in the consulting rooms Demands Change of timings More staff for efficient working atmosphere Efficiency of lab Trained staff Coordinated patient system Proper facilities

4. Nursing and other staff Hassles Work overload [long working hours] Confusion of roles Less trained technicians [delayed work] Less of staff [boys and handlers] Loss of samples [lab] during transport Demands Increase in staff Payments according to the work handled Training about the newer working techniques,machines Defined roles of work Change in timings

5. Patient complaint Dissatisfaction The new name changed creates confusion. Pt has to wait to meet the doctor[ due to multitasking by the nurse] Pt discomfort due to ongoing work [installation of new equipments, other extraneous noises] Doctor and the facility timings differ [lab and physio] Delay in treatment [due to late reporting of lab test] Costly lab test Demands change of name that displays the mission and vision of the clinic Different staff for different work(well documented service rules) Installation can be done in non working hours, proper instructions /guidance should be posted in the opd area. Related dept should maintain same timings Reasonable test costs “All it takes is for someone to miss a decimal point and you could have a life- threatening mistake."

6. CFO presentation Discovers Profits take a dip Spending increased [new equipment][ computers] Less revenue in the path lab physio Less revenue in opd Increased expenditure on transport of samples Patient influx reduced Wants Doctor timings changed Coordinated lab and physio timings with doctors Rethink in the acquisition of new equipment Less of expenditure, more of revenue Training of staff to handle the billing desk properly

7. Points to ponder for the med sup What he has now in hand Latest machinery Wider range of diagnostic methods Longer hours – more pt handling Good doctors Good amount of registered patients. What has happened Loss of patients [no coordination of timings of different depts] Doctor attrition [timings] Absenteeism of the staff on the rise New machinery lying without use [lack of trained technicians] Confusion and chaos in the opd

8. Medical Superintendent to CEO Timings need to be reviewed [ change to earlier timing?] Training for the staff for handling of new methods at the lab, front office, billing etc [training sessions during the working hours] Training of the nursing staff [training sessions during the working hours] Defining the roles of all the staff [ nurses do their own work] Rework the cost of the lab tests and on time lab reports Rethink the benefits of the new partner All this within the coming 10 days and implementation in a month’s time