Mansour Kiarash: Hi, we are beside you with another 8-minute talk show in the management segment. Dr. Mahdavi was the Lecturer in the field of accreditation standards of Iranian hospitals and has managed many foreign and Iranian hospitals.
Hello Dr. Mahdavi, it’s a pleasure to meet you. Introduce yourself, please.
Dr. Mahdavi: I am Mohammad Sadegh Mahdavi. I got my general medicines degree in Iran and, I studied hospital management in Beirut. Furthermore, I was the manager of foreign hospitals for 8 years and, I was the manager of Iranian hospitals for 5 years. I worked as a consultant in the Ministry of Health and Medical Education to help accrediting standards of Iranian hospitals, and it’s been over 8 years that I work as a CEO in some Pharmed, and I am the chairman of the board at Taskin Hospital in Rafsanjan city.
Mansour Kiarash: What are the features of a functional organization?
Dr. Mahdavi: We have two important items in the hospital: The first patient’s safety and the second quality of care. Patient safety means how you save people’s lives which people don’t understand even the patient won’t understand that you injected the right ampule or not, or the surgery was good or not! The people don’t have sufficient knowledge. But, when we define the quality of care we know that it’s related to the patient. The patient is the customer who doesn’t know what he needs, who wants it from, and at which price does he want it. We need to convince our patients about those 3 mentioned questions. If you convince your patient, he will come to your hospital to his satisfaction, then you have good efficiency.
Mansour Kiarash: Does the correct service introduction affect the business success more or the interactivities management?
Dr. Mahdavi: both of them are needed but the process is more important. There’s a basement in high-grade hospitals which is called tracer methodology and it expresses how to increase efficiency. It says you should trace your patient from the beginning by an unprofessional person. We are dropped behind in hospital management but we are improved in medicine. Why are we dropped behind? Because we don’t know how much we put the patient in trouble. There’s a universal challenge and it’s the gap between doctors and nurses. I showed the document to 3 nurses and each of them pronounced the drug name differently. I asked them why didn’t they call the doctor and ask him about the drug? They said, the doctor will get sad, he will be bothered. I told them when you don’t know what the drug is and you can’t understand doctors’ handwrite, you should call the doctor. This bad behavior is called nurse-physician disruptive behavior.
Mansour Kiarash: What kind of relationship should be between managers and staff till we reach a high efficiency?
Dr. Mahdavi: There are different kinds of organizations all around the world. Some are called Blameful culture, they blame other people a lot in their culture. They are waiting till you make a mistake and censure you. They decrease your salary, punish you, or even they fire you. Blameful culture has punishment. On the other hand, we have less blame culture which we try to solve the problem with discussion or maybe arguments and sometimes decrease your salary. The second has less punishment than the other. But we have Blameless culture, too. nobody is blamed in this culture. It has been proved that we need a blameless culture in medical and innovative systems. In this culture, when you face a problem, you should solve the systems problem, and don’t blame anybody. Hospitals should follow the blameless culture, and no one should be punished. You choose the right person as the health care leadership and he’ll solve the problem.
Mansour Kiarash: We’ll be glad if you invite a person to this talk show.
Dr. Mahdavi: I invite Dr. Haqiqatnia. he has a chemistry Ph.D. He is very knowledgeable and worked as a CEO at Tofigh Pharmed for 9 years.
Mansour Kiarash: We talked to a successful manager, and we’ll talk to others, too.