"Quality Management and Accountability" is a perfect example of a paper on the health system. The quality improvement process involves the identification of development needs for any healthcare system connected with the organization’ s mission and goals. Health care personnel are part of quality improvement teams and provide services and efforts aimed at realizing targets and goals driven various programs. Performance standards are used to represent targets and goals and drive useful practice. Quality management is a component of performance management and aims at maintaining the standards of the healthcare setting. Quality improvement (QI) provides interventions to enhance the reliability of the program, organization, or associated processes of realizing goals and standards.
QI also involves the elimination of errors, mitigation of inefficiency, and/or redundancy. Improvement of performance invites the setting of clear visions within an organization. Performance improvement and the cultivation of QI are led by QI teams that are responsible for setting common goals and missions. These teams are made up of healthcare practitioners whose common goal requires input from each member. Thus, QI teams are the drivers of QI as they work towards improving processes and replicating these to improve overall performance (Brenda, Marilyn, & Lawrence, 1995). 2. From the target case for analysis, in this case, organizational understanding between employees and managers is indicated as important.
Healthcare organizations work towards the satisfaction of clients while at the same time maintaining a high degree of performance within the organization. QI teams are made up of managers, project supervisors, and employees of different calibers and ranks. With reference to the target case, 69.0 to 78.6 percent of managers alleged that they respected the opinions of employees and were willing to work from a teamwork perspective with the employees.
This shows that managers and employees are able to work together for the benefit of the organization. The provisions of QI show that teamwork is essential in the development of sustainable growth of the organization (Dilley et al. 2012). Agreement between managers and employees is essential in the assurance of QI. Employees make an important contribution in an organization as they provide the basic services needed to satisfy vast customer needs. Managers, on the other hand, are guided by policies that require them to guide and supervise the performance of employees.
Managers are required, by default to work with employees in all aspects in order to deliver on organizational goals. According to the target article, managers show that they work with employees on an agreement basis. The steps they applied include acceptance of responsibility to reduce the room for friction between employees and employers, clarification of decision-making assignments, cultivating the desire to welcome and adapt change, setting benchmarks that stakeholders can work towards outshining, and encouragement of innovation (James, & Savitz, 2011). The managers in the target article would have recommended a more open environment where ideas are presented with reference to the organization's goals and mission statements.
As identified through the results, it is clear that the 78.9% agreement rate leaves a substantial gap in the manner ideas are put across and how they affect the organization’ s TQM implementation. 5. The reference to the target article prompts the need to amend the manner with which managers drive innovation in the organization. The innovational process requires more specific goals depending on the competencies of the employees and the level of management flexibility to welcome and implement result-oriented employee-steered ideas.
Brenda, W., Marilyn, H., & Lawrence, E. (1995). A physical examination of healthcare’s readiness for a total quality management program: A case study. Hospital Materiel Management Quarterly, 17(2); 68.
Dilley, J. et al. (2012). Quality Improvement Interventions in Public Health Systems: A Systematic Review. Prev Med #2(42).
James, B., & Savitz, L. (2011). How Intermountain Trimmed Health Care Costs Through Robust Quality Improvement Efforts. Health Affairs, # 30 (6), 1185-1191.