Changing Management in Healthcare

Introduction

Warren (2014) describes the difference between quality improvement systems and tools in the following way: methods of improvement can be observed, and the system itself is invisible. Six Sigma, developed by Motorola and other companies, is an example of the quality improvement system. It was created to eliminate the weak points of key business processes. There are five steps in the system: defining, measuring, analyzing, improving, and controlling. As for the tools, Warren (2014) reports that there are more than fifty of them available today to support the quality improvement. They are divided into categories: basic quality tools, management, and planning tools, and other quality tools. For example, basic quality tools include, among others, control charts to show how processes change over time, and a Palerto chart that displays an occurrence frequency.

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Changing Management in Healthcare

One of the features of a successful healthcare organization is an ability to manage change. Even though the technological progress has made a significant impact on medical industry over the past decades, many organizations still use inefficient care systems. According to Melnyk, Gallagher-Ford, and Fineout-Overholt (2016), many recently discovered treatments that can improve patients’ conditions are not used in clinical settings. Innovation diffusion theories show that some new ideas gain more acceptance than others do. It happens for several reasons. According to Weber and Sidorov (2014), some features ensure that innovations spread more quickly. They include simplicity of the idea, trial-availability, and observability. There are active strategies of change implementation. They involve continuing medical education of health professionals, administrative interventions, gaining feedback and audit (Weber & Sidorov, 2014). The key steps of change management also include understanding the state of the current performance, determining the groups needing the change, a cost-benefit analysis, and promoting the reasons for change to medical professionals.

Lesson 24 Discussion

Building a safe workspace demands studying and improvement of work processes (White & Lindsey, 2015). This chapter provides ideas on the steps a healthcare executive should make to be effective. One has to be prepared for the executive responsibility. It is essential to ensure the best quality of care provided to all patients, as well as the safety of everyone who is involved in the organization’s work environment. Understanding how quality and safety should be managed and measured within the organization is also important. To achieve this, a healthcare executive should involve everyone to the process of change, talk openly about the existent problems, and find the solutions together with their colleagues. Preventable mistakes regarding quality and safety need to be expressed in financial terms. The most important work a healthcare executive has to do is personal development, gaining the necessary knowledge, paying attention to detail and being responsible.

Lesson 25 Discussion

Listening to the needs of the organization’s communities is essential. White and Lindsey (2015) describe the three groups of customers and the best ways to interact with them. Patients and their families should receive sincere and polite attitude. It is essential to ask for their feedback regarding the organization’s work. Proper communication with employers is also important because it can improve their performance and loyalty to the organization. Healthcare executives should make them feel appreciated and ask questions to learn about their needs. It is essential to stay close to the physicians and other stakeholders as well. One has to maintain communication with everyone who is involved in community’s well-being. This way, a healthcare executive can have a multifaceted view of the organization and its problems, as well as provide the best care to the patients.

References

Melnyk, B. M., Gallagher-Ford, L., & Fineout-Overholt, E. (2016). Implementing the evidence-based practice (EBP) competencies in healthcare: A practical guide for improving quality, safety, and outcomes. Indianapolis, IN: Sigma Theta Tau International.

Warren, K. (2014). Quality improvement: Foundation, processes, tools, and knowledge transfer techniques. In M.S. Joshi, E.R. Ransom, D.B. Nash, & S.B. Ransom (Eds.), The healthcare quality book: vision, strategy, and tools (3rd ed.) (pp. 83-107). Chicago, IL: Health Administration Press.

Weber, V., & Sidorov, J. (2014). In M.S. Joshi, E.R. Ransom, D.B. Nash, & S.B. Ransom (Eds.), The healthcare quality book: vision, strategy, and tools (3rd ed.) (pp. 423-449). Chicago, IL: Health Administration Press.

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White, K.R. & Lindsey J. S. (2015). Take charge of your healthcare management career: 50 lessons that drive success. Chicago, IL: Health Administration Press.

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