Why has this been allowed to continue?”.In addition, he said, positions had not been filled at the Thelle Mogoerane and George Mukhari hospitals, where the CEOs have been suspended for more than a year.“Premier David Makhura promised that all hospitals would have full-time CEOs in the first 100 days, but there are at least seven out of the 32 hospitals where this has not been achieved.Would you like to comment on this article or view other readers' comments? Bertha Gxowa hospital has been under a revitalization project since 2006 and the practical completion was in 2011. He has an MBBS degree. If patients are turning to Google to learn more about their health, then maybe we need to put information on Google to make sure that when patients do a Google search they get the right information and that information is coming from us and not a random site on Google.Technology is already a big part of our lives, so we need to harness it from a health point of view to improve patient care.Dr Nokwethemba Mtshali-Hadebe: On Shifting Culture for Better Health Outcomes. Bloom described him as “hands-on and attentive to complaints”.The department found no suitable candidates for Bertha Gxowa Hospital, Jubilee Hospital and Heidelberg Hospital, even after re-advertising the posts.Bloom questioned why vacant CEO posts for the Rahima Moosa and Helen Joseph hospitals had not been advertised.“The busy Rahima Moosa Hospital has been without a CEO since July last year, and Helen Joseph since the beginning of this year. He has been acting CEO at Bertha Gxowa Hospital since April 2018. The works completion was in August 2012. Masuku also announced that “no suitable candidates” were found for the Bertha Gxowa Hospital, Jubilee Hospital and the Heidelberg Hospital, even after re-advertisement of posts. We implemented.At first there was a bit of scepticism but once people saw the results it was easy to get their buy-in. We have a huge responsibility to serve those patients and to do it well.One of the issues which came up during organisational culture sessions was that staff members felt demotivated because good work wasn’t acknowledged and management only noticed them when things had gone wrong. This had a powerful impact on the staff and we wanted to continue with it, so we started monthly merit awards as a way to continuously recognise good work.We ask managers and the supervisors and the different departments to nominate the individuals they want to recognise and then there’s a committee that sits and looks at the motivation and selects the winning person to award the merit to.
Compare pay for popular roles and read about the team’s work-life balance. But until that’s put into policy, we need to explore how we can leverage technology and social media platforms to our benefit to strengthen the messages we put out to patients and the public.There’s so much information available online that every person with a smartphone can now access it. There is a perception in the public sector that no one takes responsibility when things go wrong and people aren’t accountable for their actions.
The organisational culture of the hospital had to be changed because when employees are engaged, they become more productive and that results in better patient experiences and improved clinical outcomes.”.She said that the perception that public hospital patients don’t get treated well needs to be changed and that necessitates a change in staff attitude.To achieve this, she introduced merit awards for individual staffers and teams from different wards. If you as a leader can translate your vision of where you want to take the organisation and get buy in from the people you lead, you can succeed.My approach to management is to get people to understand why something needs to be done and create urgency around it; provide adequate support but allow people to carry on with the process. The hospital must be able to run efficiently in my absence and for that to happen, my management team, regardless of the department they lead, must know what goes on in the hospital and the elements which make the serves function – you cannot just only focus on your area.I’ve delegated my duties to the Supply Chain Manager and on another occasion to the HR Manager. If you understand the impact and the urgency, you can make a contingency plan beforehand.It was a positive experience because the team appreciated the experience and I have confidence that it doesn’t matter who from my team I leave in charge, the hospital will continue to function and not collapse.The hospital has had a few challenges, some related to clinical processes and some related to staff attitudes.
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