p. 17 | Sanitarium Management by L. M. Bowen

Review and Herald Publishing Association · Tacoma Park Station, Washington, D. C. · Dec 2, 1909

Sanitarium Management

By L. M. Bowen

(Concluded)

Manager’s Relation to Patients

The nature of our work demands that mutual good will, respect, and confidence should characterize the relations between patients and the institution in order that the desired results may follow, that is, the physical and spiritual healing.

Careful and detailed provision should be made for the reception of the patient as he enters the institution. First impressions are lasting, and much depends upon his introduction. The custom of many of our sanitariums to depend upon the matron to attend to the locating of the guests, works very well where guests arrive at regularly appointed times, but where they are likely to come at all hours, her other important duties will not admit of her giving prompt attention. Therefore it is better to have some one in the business office at all usual hours to act as locating clerk. If a regular clerk is not required, the bookkeeper, if a suitable person, may be entrusted with the responsibility.

As the patient enters the door, he should be politely relieved of burdensome luggage and shown to the register and then promptly to a room. Here is where tact is required. Possibly no correspondence has passed, and the new arrival does not make inquiry as to rates. The clerk is left to rely upon his judgment of human nature as to whether he should ask in regard to the price the new arrival desires to pay, or whether he should assign him to what he considers a desirable accommodation. At any rate, the guest should be located to his entire satisfaction, and should be informed in a casual way as to his rate. If, however, as is usually the case, the patient inquires about the rates, he should be allowed to select his room, understanding the regular prices.

This accomplished, the clerk should immediately notify the medical department of the patient’s arrival and location, in order that he may be promptly taken in hand by physicians and nurses and not allowed to become uneasy and restless.

In all our contact with the guests, they should be impressed with the organization of the institution, that it is so complete that their every need has been anticipated, and so precise that it will be properly attended to at just the right time, and that their interests demand that they promptly adjust themselves to the spirit and life of the institution. A printed program and directory placed in their hands will be helpful in accomplishing this.

Our best advertising is conscientious professional attention, supplemented by Christian courtesy and unselfish service, which are sure to gain and hold the confidence of the patient, so that he will not only return when next in need, but will heartily recommend the institution to his friends. Thus the work will be widely and favorably known in a short time.

On the other hand, poor service will be just as widely and quickly advertised. To this end, the workers should each be carefully trained in his special line. The clerk, tray- and call-boys, should understand that it is their duty under all circumstances and conditions to impartially, without violating principle, please those they are called to serve; and in order to do so, they must be able to anticipate the wants, and to render prompt, careful, and cheerful service.

The bookkeeper should be trained to be accurate and uniformly courteous. His bills as they go to the patient should be correct. Here is where many patients have received their first cause for dissatisfaction, which has finally resulted in their leaving the institution dissatisfied, never to return.

Another very important feature of our service is our culinary department. The table should be generously supplied with a good variety of seasonable and wholesome foods, properly prepared, tastily and daintily served. Such a service will attract the better classes of people to our work.

If special rates are requested, the patient should be referred to the business manager, who only should quote other than the regular listed prices of rooms. He should, as far as possible, understand what his total expense will be, although it is not always possible to quote more than the regular board, room, and treatment rates prior to examination.

If concessions in prices are requested, there should be a thorough and definite understanding of the basis of his claim for reduction. The majority of our institutions allow special rates to clergymen, physicians, nurses, Seventh-day Adventists, and cases deserving of charity. In case his request is on account of the latter, his application should have had consideration and action before his arrival. It is not best to make reduction merely because some one asks for it. Each one should be permitted to select his room, at regular rates, as he desires; but if he wishes prices less than the regular ones, there should be good and sufficient reason for granting the request.

Departmental Organization

For ease of management and more direct supervision, the work should be organized into departments, the number depending upon the size of the institution. These departments should not be so large as to be unwieldy and difficult of management for the leader; nor so small as to make their maintenance expensive. Over each should be placed a competent leader, a paid worker, one who by experience and natural ability is adapted to that particular line of work; and among other qualifications he should be a thorough teacher, in order that the workers may get a proper training while employed in the department; for every worker in our institutions should be in training for better and broader service. The leaders should be held responsible for the progress of the work, and for the deportment of the workers during working hours in their respective departments; and in order to get the best results, their authority should be respected and upheld.

The department foremen should meet together frequently to counsel regarding the interests of the work and workers. They should be informed as to the progress of the whole work. These meetings

should not be formal, but should be so conducted as to encourage free and independent expression regarding the different phases of the work. Helpful ideas will be advanced, and good suggestions made; and if properly managed, these meetings will prove very helpful, not only to the departments, but to the general work as well.

Relations Between Worker and Manager

While our work should be thoroughly organized and systematized, it should be so arranged that the closest sympathy exists between those generally designated as the management, and the workers. No opportunity should be unimproved to impress upon the family the missionary features of the enterprise, and that the success of the work in hand depends upon the faithful co-operation of every individual worker. While the members of the training course are in training for more effectual missionary work, their success depends upon their daily experiences. In other words, they are to learn how to become successful missionaries by being missionaries daily and hourly, and their success in the field will probably depend very largely upon their faithfulness at the institution while laying the foundation for future work. Faithfulness in its broadest sense is imperative, in the use of material, apparatus, and, last but not least, in the use of time; for the Lord expects the strictest honesty and economy in his servants.

By their influence one or two workers can create a condition of dissatisfaction and unrest in the family which is almost sure to result in friction somewhere. This causes loss to the work, and often the dissatisfied feeling extends to the patients. Doubtless many thousands of dollars annually might be added to the income of our sanitariums if our workers were more careful in this respect. On the other hand, those in authority should exercise care to promote cordial relations with the workers, gaining and holding their confidence, impressing upon them their responsibility to uphold the interests of the work, and that their assistance is desired and appreciated. Frequent meetings of the family should be held to consider the needs of the work; each one should be encouraged to contribute to the value of these occasions. Time should be taken to instruct the workers in practical ways of co-operating, and in turn suggestions which are often of great value to the work may be drawn from them.

Wages

The writer does not believe that our institutions should attempt to compete with the world in the matter of compensation. There is considerable difference in the wage standards of our institutions. While perfect uniformity would probably be impracticable, on account of difference in expense and living, the difference that now exists is altogether too great.

In setting wages, the individual, capacity, ability, and faithfulness should be considered, and doubtless the profit-sharing plan. An agreed allowance, to be drawn regularly, with an increase provided the prosperity of the institution warrants, would work well with many institutions. A participation in the profits should depend upon faithful and continuous service. Such profits may be distributed to the workers, or by their vote be applied to some worthy missionary enterprise.

A local board, or house committee, usually consisting of the medical superintendent, business manager, chaplain, matron, and one or two others, is sometimes appointed by the board of directors, to act in matters of lesser importance where counsel is desirable. In order to avoid complications, a very good plan is to combine the training-school faculty and house committee, thus including in addition to those already mentioned, assistant physicians, head nurses, steward, etc., and thus those carrying the greater responsibilities are kept informed and assist in deciding many of the knotty problems. This plan does not interfere with the meetings with department leaders in our larger institutions.

In conclusion, it should be emphasized that no one condition of success in sanitarium work is so important as Christian harmony and fellowship between the workers, and their example in this respect should come from the medical superintendent and business manager.

L. M. BOWEN.