Delta Healthcare has grown tremendously, just like the ambulatory health care has. Its growth has been spurred by the desire for insurers and the government need to control healthcare costs. The growth in demand has led to decrease in quality as many organizations have neglected their quality management systems and customer feedback. This has led to Delta Healthcare’s poor performance in terms of patient satisfaction, low morale by staff and physicians and long waits for initial and follow up appointments for patients. In the caregiving context, patient welfare is a fundamental factor to observe given the goals, objectives, mission, and vision of Delta Healthcare in the line of its operations.
Customer or patient satisfaction is an important measure of service quality at Delta Healthcare and any other healthcare organization. A study by Dansky and Miles (1997) found that the total time spent waiting for the physician was an important predictor or determinant of patient satisfaction. Management can enhance this idea in Delta Healthcare by informing patients on how long their wait could be. Getting the patients preoccupied during the waiting times could help to effectively manage waiting times without necessarily shortening them. It is important to build on the patients’ well-being in every aspect of their lives. Proper health care is the driving factor in the Delta Healthcare. Upholding the above concepts and laying down continuity measures based on the concepts can greatly determine how well Delta deals with its operational problems.
Ambulatory services are a field of collaboration and competition between hospitals and the medical staff. As physicians look for ways of supplementing their income to boost declining professional fees, many have included ancillary services in their offices.