The Reality of Food and Nutrition in Health Care - "The Moment of Truth"

the reality of food to health services is that there is a huge opportunity to surpass expectations kupaca.Očekivanje every patient admitted to the hospital's food is unappealing and tasteless. The second insight is that the time has never been an individual just wanted to go to the hospital for meals.

challenge for food and nutrition management teams to set expectations and educate the customer before an offer made ​​meals or meals usluge.Složenost service does not begin and end with the preparation and serving of meals. The process of meal service is a team sport, where the entire facility must be engaged in the process of meal and realize that every staff member is part of a meal interracial procesa.Kupac must have some level of control in which his or her meal, but the majority of staff in the kitchen , fielding comments and communicate likes and dislikes of the patient to return to the food service is a fundamental challenge for any hospital.

strategies for improving the communication process and explaining expectations set meal options, styles of service, and clinical limitations that should be discussed before the first meal served. Although this sounds simple, many objects do not communicate this information effectively.

In the preparation of communication strategy, the key element is focus on the "moment of truth", which creates a strategy that begins when the customer receives their meal and work backwards. Consider if any other food establishment as an example, if a client is looking for a specific food's ability to display the menu, decor and specials available through varied marketing medijima.Strategija marketing establishes the value of effective communication though. Although hospital food is not considered gourmet, there are many values ​​in the product. There is no reason these values ​​can not be effectively transferred to the buyer upon receipt of building credibility. In healthcare, the operator must consider include the basic concepts of entrepreneurial manufacturing brands.

Food and beverage services with the exception of health care has the opportunity to market their brand and product specifications. With captive customers in healthcare, opportunity assessment, and food and nutrition department could create an experience that goes beyond the basic expectations of hospital food.

Thinking like a marketer instead of food director should be a requirement for the position of director of any hrane.Odjel of Health (DOH) to 482.28 at the state director of food services must be full-time employee who has received delegated authority and responsibility the hospital governing body and medical staff to work in food service. This authority and delegated responsibility includes the daily management of the service, implementing training programs for staff, food, and ensure that the established policies and procedures dealing maintain minimum security practices for the processing of food, emergency food supplies, orientation, work assignments, supervision of work and staff performance,. menu planning, purchasing food and supplies, and basic record keeping (eg, cost, menus, personnel, training records, QAPI reports, etc.)

In this explanation, the director is given authority and delegated responsibility for making decisions about the effectiveness of the department of food services. To summarize the role of the director he or she needs to think and entrepreneurial with a passion for development, the focus of business customers and runs a program with long-term vision by setting goals.

Thinking like a marketer needs to think about the target audience, taking into account the wishes of the customer and understanding and develop a strategy for food that can satisfy and meet clinical and regulatory requirements.

Strategic management is defined as a set of decisions and actions that result in the formulation and implementation of plans designed to achieve goals. The strategy of health care food service, it is about improving the "moment of truth."

As with any strategic plan, the first and most important step is to develop a vision and mission especially for food and nutrition department. The following is an overview of a set of internal capabilities and analysis of resources, including personnel, capital, internal logistics, budget and external environment to understand what can be accomplished successfully. After each resource is estimated, the next step is to develop long-term goals with short-term goals that support the vision. In one's experience, and as a director and tries to solve the problem may be becoming too reactive for the implementation of programs that are on the surface seems to improve the segment of the program, but does not solve the problem. If someone creates a drop-in programs and do not understand the problem of long-term strategy is pulling resources that support the vision that will only create problems deeply rooted problems in achieving the goals.

from time to time, one hears comments like "more to change the more they stay the same." This comment in someone's opinion, because there is no strategic plan with long-term food ciljevima.Ravnatelj is responsible for generating important sales plan and the plan to senior management stressing the importance and need for change.

a challenge for any food and nutrition leadership team works through the hospital's policy, the higher top of the hierarchy, care, services, and budgetary requirements. Thinking like a business owner with a long-term goals is what separates the exceptional from the average operator. Features either the leadership to set a strategy to support entrepreneurship and innovative thinking along with the characteristics to be resourceful, creative, visionary, hardworking, and optimistic. These leaders are independent thinkers willing to take risks and innovate. Entrepreneurs live in a sea of dreams, which includes the anticipated expansion of those proverbial personal island to synchronize all the boats and oars moving in the same direction.

"moment of truth" and setting expectations is not easy. It takes personal commitment and alignment of resources requires a break away from traditional thinking. Whether the operation has an elaborate room services or traditional tray service, the objectives are still expected to set and maintain the focus of expectations. Setting the decisive moment of transformational thinking, not just tinkering with the status quo, but it blows the old business model and create a new one. The difference is the strategic thinking and vision set with every element of the plan are coordinated and complimenting the "moment of truth."