Fluent Essays

“A culture built on trust and support will achieve high performance.” For this discussion you will: · Explain, from your perspective, what this statement really means.  · How do you build such a culture? · How does leadership and administrative staff help assure that well-meaning, frontline employees understand this culture? · How do you know if you have succeeded in establishing this kind of culture within your organization? · Support your answer with information provided in your book, your own research, personal experiences, observations, etc. ( look to attached) ..   To receive full credit, you will finish by thoughtfully responding/commenting on the post of at least two (2) classmates.Chapter 12 Organizing for Quality Outline Introduction Quality Management System Quality Management Plan A Hospitable Environment Introduction An organization’s governing body, usually the board of trustees, is ultimately responsible for the quality of health care services. The board exercises this duty through oversight of quality management activities. If a health care organization does not have a board of trustees, the legal owners of the business assume the responsibility of quality. To accomplish quality management (QM) functions, health care organizations have a quality management system or framework that defines and guides all measurement, assessment, and improvement activities. Introduction (2) Many HC organizations are required by accreditation standards or government regulations to have a plan in place that outlines their quality management activities and strategies, known as a quality management plan. Although a written quality management plan is not required, many accredited organizations have them in place. Quality Management System Quality Management System HC quality management systems vary according to their governance and management structure. In general, six groups fulfill QM roles: The board-oversees and supports measurement, assessment and improvement activities Administration-responsible for the organization and management of measurement, assessment, and improvement activities Coordinating Committee (or Individual)-directs measurement, assessment, and improvement activities Medical Staff-develop and participate in measurement, assessment, and improvement activities related to the performance of physicians and other medical professionals who practice independently Departments-develop and participate in measurement, assessment, and improvement activities related to non-physician performance Quality Support Services-assist all groups in the organization with measurement, assessment, and improvement activities Please review the aforementioned groups and their responsibilities on pages 304-310. Quality Management System (2) Quality Support Services-these are individuals or job titles in an organization that work together to assist with quality management activities. In larger organizations, an entire department may be devoted to these job functions. In smaller organizations, these responsibilities may fall to one or two individuals. Common quality related positions include: Quality Director Patient Safety Coordinator Physician Quality Advisor Case Manager/Utilization Reviewer Patient Advocate Risk Manager Infection Control Coordinator Compliance Officer Data Analyst You can read about the specific job duties of these positions on pages 309-310. Quality Management Plan Quality Management Plan The Quality Management Plan describes the organization’s process for measuring, assessing and improving performance. It can also be referred to as a: Performance im3 0 1 L e a r n i n g O b j e c t i v e s C H A P T E R 1 2 O R G A N I Z I N G F O R Q U A L I T Y After reading this chapter, you will be able to ➤ identify groups responsible for quality in a healthcare organization, ➤ describe typical participants in healthcare quality management activities, ➤ explain the purpose and content of a quality management plan, ➤ recognize aspects of organizational culture that influence the effectiveness of quality management, and ➤ discuss strategies for overcoming environmental characteristics inhospitable to quality improvement. Spath, P. (2018). Introduction to healthcare quality management, third edition : Third edition. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from westernkentucky on 2021-03-25 08:07:15. C o p yr ig h t © 2 0 1 8 . H e a lth A d m in is tr a tio n P re ss . A ll ri g h ts r e se rv e d . I n t r o d u c t i o n t o H e a l t h c a r e Q u a l i t y M a n a g e m e n t3 0 2 ➤ Governing body ➤ High-performing healthcare organization ➤ Organizational culture ➤ Organized medical staff ➤ Performance excellence ➤ Quality management plan ➤ Quality management system ➤ Risk management Q uality does not happen by accident. Organizations must make an intentional effort to measure, assess, and improve performance. Not only must an organiza- tion’s board of trustees and senior management be committed to quality, but they also must create a framework for accomplishing quality activities and an environment that supports continuous improvement. Active and personal board involvement in quality and patient safety oversight contributes to building a high-performing healthcare organiza- tion (Jiang et al. 2009). An organization’s governing body—the board of trustees—is ultimately responsible for the quality of healthcare services (Wagonhurst and Habte 2008). The board exercises this duty through oversight of quality management activities. If a healthcare provider does not have a board of trustees (e.g., in the case of a limited partnership physician clinic), the legal owners of the business assume this responsibility. Although the day-to-day activities of measurement, assessment, and improvement are delegated to senior leaders, physicians, managers, and support staff, the board’s oversight role can greatly influence quality. For example, board members set the approach to handling quality issues. In addition, the questions trustees raise can lead to new insights or inform the board and management of actions they need to take (Zastocki 2015). To accomplish quality management functions, healthcare organizations create a qual- ity management system or framework that defines and guides all measurement, assessment, and improvement activities. This inAdam · 5 The statement “A culture built on trust and support will achieve high performance” from my point of view means that trust and support have a critical role to play in a culture that is regarded to be of high performance. That workplace cultures can be transformed to achieve high performance if there is emphasis on building trust among the employees (Spath, 2018). Likewise, to build such a culture a lot is needed by the leaders of an organization. This includes the management creating a climate of openness and transparency, employees practicing humility by admitting their mistakes and correcting them, and leaders offering idealized influence through exhibiting high levels of integrity, morality and ethics. Other means through which this can be achieved include demonstrating emotional consistency, sharing the vision and delegating powers to team members. Leadership and administrative staff help assure that well-meaning, front-line employees understand this culture through communicating the significant values and adhering to them. Leaders the leadership of the facility is responsible for creating and communicating the values clearly for these front-line employees to understand them. In as much they communicate them, they must also adhere to them as they need to lead by example (Reitz and Ruger, 2018). To know if there is success in establishing this kind of culture within my organization, I will monitor of the intended results have been achieved, determine if the facility has cultivated strong communication habits and evaluate if trust and support are of the highest level. If all these are positive for my organization, then the culture of this kind has been achieved. References Reitz, M & Ruger, K. (2018). The Role of Trust in a High-Performance Culture. Retrieved from  https://www.atlasnetwork.org/news/article/the-role-of-trust-in-a-high-performance-culture Spath, P. (2018). Introduction to Healthcare Quality Management (3rd edition). Health Administration Press HAP. Bottom of Form Robert · 5 A culture that is built on trust and support is one that is may up of individuals with a sense of responsibility and obligation to each other and whatever group that they may be a part of. I believe that people may be able to claim that they are both trustworthy and supportive and their personalities may align with those ideals, however in my experience, these things alone do not build a culture that embodies the same ideals.  In order for this culture to develop, the individuals involved must be responsible. Trust is often equated to how good or honest a person may be, but this is a gross oversimplification of what it means to be trustworthy. Personally, I have dealt with many people in the workplace who I considered to be great people, and to tell the truth, however I could not place my trust in them to get the job done. In day-to-day life, we consider trust to be the same thing as honesty, but in a professional environment wher