Our History Health For All, Regardless of Race, Creed or Economic Status.

sections God Works In Strange Ways The Dream Comes True A Premier Hospital Rises Health for all regardless of race, creed, or economic status. This was the principle that drove the medical career of Dr. Constantino P. Manahan as he rose to become a worldrenowned obstetricsgynecology specialist. This was the same philosophy that gave birth to Makati Medical Center, the hospital that he and other prominent Filipino doctors established in 1969.

The story of Makati Medical Center or MakatiMed began in the early 1960s when Dr. Manahan, together with Dr. Jose Y. Fores, a distinguished surgeon, and Dr. Mariano M. Alimurung, a famous cardiologist, decided to set up a world-class medical facility in Makati. Makati was just beginning to rise as a bustling residential and commercial center. The Ayala conglomerate was still implementing the initial phases of its plan to transform the Manila suburb into the countrys premier business district. The plan required a modern hospital to service the community.

 A History of Excellence Our Commitment Quality Service Makati Medical Center is one of the top medical research and training facilities in Asia, and the Philippines' premier hospital. Our decades of innovation and service to our patients, their families, and our community show our deep commitment to providing outstanding patient care, pioneering significant research initiatives, and training new generations of healthcare providers who can proudly continue our tradition of excellent health service with a heart.

Vision
By 2015, MMC will be:

A world-class recognized medical center Propelled by its heritage of innovation and excellence in the delivery of: Quality, Safe, Competent and Compassionate healthcare

Mission

To our patients, with your wellness in mind, we provide high quality, state-of-the science healthcare services through integrated specialty centers operated by highly qualified physicians and healthcare teams. To our employees, we provide fair compensation, a safe working environment, and opportunities for continuous professional development through research, training and education programs. To our healthcare team, we provide state-of-thescience professional equipment and specialized tools to facilitate excellent and medical evidence-based patient care. To our stakeholders, we create value by delivering a fair and reasonable return of investment; and generate funds to reinvest in research and training, state-of-the-art equipment and infrastructure. To our community, we commit to support Corporate Social Responsibility initiatives within our country.

Core Values

Unwavering Compassion You carry out your duties knowing that each minute of the day calls for extending your unwavering compassion to those who matter most: your patients.

Commitment to Safety You refuse to cut corners because you know that every detail counts when it comes to ensuring the safety of each and every individual within the walls of this institution.
Uncompromising Integrity In all your professional undertakings, you adhere to the principles of honesty and truthfulness, fully aware of the significance of the ethical standards that this institution stands for. Total Transparency You lay down what needs to be laid down. You refuse to withhold information that those around you have a right to know, because you believe that transparency is founded on trust.

Full Accountability You acknowledge that you alone are answerable for your actions. You not only take responsibility for everything you do, you embrace it without reservation. Exemplary Professionalism There is no room for politics or special favors in your system. You believe only in doing your job with the purpose and dedication of a true professional. Quality of Life Extending only the best care is something you are passionate about, because you know that you have the power to enhance the quality of life of the people whose lives you touch. Unconditional Respect You know that the only way to earn respect is to give it first, and that true nobility lies in recognizing others' dignity, regardless of rank or status. Consistent Teamwork You know that working together as a team means combining each others' skills and efforts to deliver premium quality health care no one person can do by himself.

Service Excellence You don't just treat your patients. You extend to them the best service you can give, because you believe that they deserve no less than your utmost care.

At Makati Medical Center, the continuous pursuit of excellence is part of their legacy, which we they are proud and to carry on.

The legacy includes the brilliant and competent practice of medicine, and a history dotted with achievements and milestones. T he legacy involves countless contributions to medicine, made by their past and present roster of outstanding doctors, nurses, and medical health professionals. The legacy embraces exceptional and compassionate patient care that has earned them the reputation of being a hospital with a heart.

Dr. Mariano M. Alimurung Jorge L. Araneta Architect Luis Ma. G. Araneta Dr. Manuel C. Fernandez, Sr. Dr. Jose Y. Fores Dr. Raul G. Fores Daniel Go Dr. Romeo H. Gustilo Julieta Ledesma Dr. Constantino P. Manahan Dr. Carlos L. Sevilla Makati Medical Center was founded by doctors who were acknowledged leaders in their respective fields of specialization. These doctors, together with other professionals who shared their dream of providing world-class healthcare for all, were the visionaries whose dedication and hard work made the hospital the internationally recognized facility that it is today.

Nursing Services Division Quick-thinking, compassionate and hard-working - three qualities of a MakatiMed nurse Makati Medical Center nurses play a very important role in your treatment and in your entire healing process. Their nurses are chosen from the best candidates from schools with outstanding and proven track records, and are trained further to provide you with the best healthcare possible. They are inspired by the innovative vision of outstanding patient care first personified by the celebrated 19th-century British nurse Florence Nightingale. Their nurses undergo a competency-based training based on a distinct MakatiMed nursing model that combines quick thinking, a compassionate heart, and the readiness for hard manual work. Proof of their success in training is that Makati Meds Nursing Services have consistently rated high in our patient satisfaction index through the years.

Core Competencies The nurses are trained in 12 areas of competence: Safe and quality nursing Management of environment and resources Health and education Legal responsibility Ethico-moral responsibility Personal and professional development

Quality improvement
Research Records management

Communication
Collaboration and teamwork Customer service

These 12 competencies are used as follows: To evaluate performance of nurses As the basis for advanced practice and specialization

To protect the public from incompetent practitioners

As a yardstick for unethical and unprofessional practice

Achieving Exceptional Nursing Care MakatiMed maintains excellent nursing care by:

Recognizing that the scope of our nurses work extends throughout all areas of operation, encompassing clinical skills, caring, customer relations and even financial and logistics planning Nurturing our nurses and cultivating their skills through continuing education and research
Empowering our nurses to make decisions Granting them a clear and attractive career path Constantly evaluating our nursing services, and modifying work protocols, nursing policies, and procedures to align them with ever-rising global standards

Units of the Nursing Services Division MakatiMeds Nursing Services Division has five units:
General Nursing Units High Risk Nursing Units and Progressive Care Operative Services Emergency Department / Outpatient Services Professional Development and Training Center for Excellence and Ancillary Services

The also have special training for pain management, cancer, heart and blood vessels, peritoneal conditions, Hemodialysis, and Triage nursing to prepare them for the particular demands of the Emergency Room.

MakatiMed is also affiliated with the Makati Medical Center College of Nursing. Belief MakatiMed nurses believe that everyone should be treated with dignity, courtesy and compassion, and that the quality of care they provide should be unaffected by race, culture and religious belief. Your nurses believe that your rights must be respected and your physical, psychological and spiritual health valued at all times. To instill this belief in all nurses, they hold annual workshops and even offer outside training to our qualified staff.

The Team
Nursing Services Officers Vice President: Malou P Furio, PHD, RN Assistant Vice President: Antonio G. Gabriel, RN Department of Critical Care and Progressive Care: Grace A. Francisco, RN Operative Services: Prescila Lamasan, RN Professional Development and Training: Ivy S. Alcantara, RN General Nursing Units: Cecile Pangan, RN Emergency Department: Arsenia Cruz, RN Home Care: Helen V. Salvador, RN High Risk Units: Nelly D. Sagun, RN QA & Safety Officer: Rommel Alegre, RN, MAN Center for Excellence & Ancillary Services: Zenaida Chua, RN

Force field analysis Force field analysis provides a framework for looking at the factors (forces) that influence a situation, originally social situations. It looks at forces that are either driving movement toward a goal (helping forces) or blocking movement toward a goal (hindering forces). The principle, developed by Kurt Lewin, is a significant contribution to the fields of social science, psychology, social psychology, organizational development, process management, and change management

Change management is a structured approach to shifting/transitioning individuals, teams, and organizations from a current state to a desired future state. It is an organizational process aimed at helping employees to accept and embrace changes in their current business environment.

Kotter defines change management as the utilization of basic structures and tools to control any organizational change effort. Change management's goals is to minimize the change impacts on workers and avoid distractions.

organizational change Mission changes, Strategic changes, Operational changes (including Structural changes), Technological changes, Changing the attitudes and behaviors of personnel

Organizational Change Management should begin with a systematic diagnosis of the current situation in order to determine both the need for change and the capability to change. The objectives, content, and process of change should all be specified as part of a Change Management plan. Change Management processes may include creative marketing to enable communication between change audiences, but also deep social understanding about leaderships styles and group dynamics.

Organizational Change Management aligns groups expectations, communicates, integrates teams and manages people training. It makes use of performance metrics, such as financial results, operational efficiency, leadership commitment, communication effectiveness, and the perceived need for change to design appropriate strategies, in order to avoid change failures or solve troubled change projects.

Successful change management is more likely to occur if the following are included:

Benefits management and realization to define measurable stakeholder aims, create a business case for their achievement (which should be continuously updated), and monitor assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues affecting the progress of the associated work. Effective Communications that informs various stakeholders of the reasons for the change (why?), the benefits of successful implementation (what is in it for us, and you) as well as the details of the change (when? where? who is involved? how much will it cost? etc.). Devise an effective education, training and/or skills upgrading scheme for the organization. Counter resistance from the employees of companies and align them to overall strategic direction of the organization. Provide personal counseling (if required) to alleviate any change related fears. Monitoring of the implementation and fine-tuning as required.

organizational management styles and cultures in terms of leadership climates defined by (1) authoritarian, (2) democratic and (3) laissez-faire work environments. Authoritarian environments are characterized where the leader determines policy with techniques and steps for work tasks dictated by the leader in the division of labor.

Members are given choices and collectively decide the division of labor. Praise and criticism in such an environment are objective, fact minded and given by a group member without necessarily having participated extensively in the actual work. Laissezfaire Environments give freedom to the group for policy determination without any participation from the leader. The leader remains uninvolved in work decisions unless asked, does not participate in the division of labor, and very infrequently gives praise. (Miner 2005: 39-40)

. The leader is not necessarily hostile but is aloof from participation in work and commonly offers personal praise and criticism for the work done. Democratic climates are characterized where policy is determined through collective processes with decisions assisted by the leader. Before accomplishing tasks, perspectives are gained from group discussion and technical advice from a leader.

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