Posted by Melda Research on May 6th, 2019
The issue of improving the quality of healthcare has over time become elusive as well as challenging task. The prevailing issue encompasses the fact that healthcare organizations have been experiencing significant challenges in their attempt to grasp all the issues and attributes that motivate their operations in different areas of the organization. There additionally have been challenges in the assessment of quality, motivating the care providers to improve their practices and additionally in implementing the care management projects. The reality posed by these challenges is evident through the assessment of the increasing rates of hospital readmissions, increased rates of preventable deaths as increased cases of medical errors (Straus, Tetroe & Graham, 2009). These challenges have been made evident by the issues of uneven quality of care for those individuals with inadequate insurance and the introduction of new and expensive medical technologies that do not translate into in life expectancy.
Through the introduction of theory and research in management, it is evident that practitioners realize the needed guidance in improving the quality of care. The assertion is supported by the fact that healthcare organizations have a significant impact on the quality of care in an assortment of factors that directly and indirectly serve as the context those practitioners and patients experience care. Through the of theory and management research; there is an improved understanding of the quality issues that make it difficult to deliver the needed care (Dixon‐Woods, Bosk, Aveling, Goeschel, & Pronovost, 2011). Considering that quality improvement is promoted by the science of process management, theory and research in management develop the strategies and interventions that the practitioners can use in dealing with the diverse challenges faced by the healthcare organizations. The basis of this improvement is based on the fact that the process management informs quality improvement.
The complexities that are faced in healthcare while complexly is not fundamentally different from those that are faced in other industries. The healthcare sector is made of numerous interlinked processes that lead to the creation of complex systems. Through the use of theory and research in management, it becomes possible for the practitioners to concentrate on the processes of care, one at a time (Bao, Casalino & Pincus, 2013). Eventually, through these changes, it becomes possible for them to identify and deal with the core issues that feign the preeminent threat to the quality of care to their patients.
The use of theory and research in management offers the basis under which the practitioners can measure the quality of care delivered to their clients. The assertion, in this case, is that the fact they have a basis for assessing the quality of care to their patients through the excellent data presented by the research creates a fundamental foundations to use in dealing with the quality issues affecting their practice (Dixon‐Woods, Bosk, Aveling, Goeschel, & Pronovost, 2011).
The idea behind managed care is the fact that entails the process of care and not the management of nurses and physicians. Through the application of theory and research in management, the practitioners will be able to devise the most reliable of managing care that does not encompass managing nurses and physicians. The emphasis, in this case, is in the creation of the ideal care management processes and can be realized. Through theory and research in management practitioners will have an opportunity of creating the most effective strategies, they can use in engaging their clinicians and in the process (Simon & Canacari, 2012). The assertion, in this case, is the fact that the clinicians are best suited to address the care quality issues since they understand the care delivery process and are in the best position of establishing how they quality issues can be resolved over time.
The different schools of thought addressed in the chapter offer different suggestions that include hospitals ensuring that they engage physician representatives in allowing them to present their opinions and suggestions in the running of the organization. There additionally is the suggestion that there should be periodic surveys in the medical staff with the objective of understanding the prevailing trend in the morale of the staff and how it affects the quality of care being delivered (Bao, Casalino & Pincus, 2013). These surveys should additionally be tailored at ensuring that they allow the hospital management to assess the issues causing satisfaction and dissatisfaction among the physicians and elicit suggestions on how they can be changed to enhance the quality of care being given to the patients. According to the decision-making school of thought, the emphasis is on the significance of unobtrusive controls that will reduce discretions and develop the decision making premises by the managers (Dixon‐Woods, Bosk, Aveling, Goeschel, & Pronovost, 2011).
The decision-making school offers the best advice as it ensures that healthcare organization develops and inculcates corporate cultures that are ideal for them and ones that guarantee productivity. The idea is in developing a corporate culture that emphasizes on teamwork in promoting the delivery of collaborative medicine. Some of the ways that the healthcare organization case use in integrating the idea into their practice is the development of questionnaires that are meant to assess the prospective new members to the medical team by orienting them to quality as well as efficient healthcare delivery (Simon & Canacari, 2012). Through these, it becomes possible for the managers to steer the practitioners in the direction that is more cost effective and at the same time generating superior quality services.
Bao, Y., Casalino, L. P., & Pincus, H. A. (2013). Behavioral health and health care reform models: patient-centered medical home, health home, and accountable care organization. The journal of behavioral health services & research, 40(1), 121-132.
Dixon‐Woods, M. A. R. Y., Bosk, C. L., Aveling, E. L., Goeschel, C. A., & Pronovost, P. J. (2011). Explaining Michigan: developing an ex post theory of a quality improvement program. The Milbank quarterly, 89(2), 167-205.
Simon, R. W., & Canacari, E. G. (2012). A practical guide to applying lean tools and management principles to health care improvement projects. AORN journal, 95(1), 85-103.
Straus, S. E., Tetroe, J., & Graham, I. (2009). Defining knowledge translation. Canadian Medical Association Journal, 181(3-4), 165-168.
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