Quality Management and Accountability Essay Example | Topics and Well Written Essays - 750 words

Quality Management and Accountability - Essay ExampleKey to the success of the capital punishment of Total Quality Management (TQM) programs are seven characteristics namely, the amount of influence exerted by the change agents, their accountability and autonomy in specific areas of assignments, space for innovative ideas, adaptability to change, satisfaction, teamwork and shared vision coupled with a benchmarking measuring stick towards the objectives (Weeks, Helms & Ettkin, 1995). These characteristics rest upon a special K a propellant perception of agents concerning the needed change. The new-sprung(prenominal) millennium herald a phase of new challenges in many sectors, and so healthcare organizations havent been spared either. With the expectation of taming escalating costs, pressures to modernize, harmonize and reconcile quality with the former have force their way to accreditation boards, the media and concerned agencies. Embracing partnerships becomes required under these circumstances. Quality amelioration, therefore, becomes more of a team sport that engages individual centered processes into a comprised common vision. Precisely, teams are collaborative integral components of quality improvement efforts involving persons operating either from the same or contrary disciplines but with a shared vision of optimizing patient-service outcomes (Ovretveit, 1999). Notably, success within healthcare organizations operates more or slight like powerful sport cars whose quick movements depends on the engine inexistence and the control mechanics applied. Employee engagement is the stylemark of connectivity within any organization. An engaged personnel gives an organization the power it so requires to make tangible moves towards its legation with an accelerated propensity in compared to those of the competitors. From the top management down the apex of leadership role, a synergetic approach with results concerning the work load only comes with prior and proper cause and agreement on the itinerary taken (Weeks, Helms & Ettkin, 1995). Accordingly, success comes with assured, climatic readiness for change. The relationship between physicians directly responsible for matters of healthcare and hospital executives charged with administrative responsibilities spanning from regulatory obligations to resource control is critical to any aspect of quality improvement process. The real enemy to the process of change lies in a dysfunctional healthcare system (Fawcett, et al., 1995). As mentioned above, there needs to be commonality in values and concerns share by both physicians and healthcare executives as the basic framework for successful communication bridging the hierarchical gap towards a collaborative, as unconnected to confrontational/competitive relationship (Bero, et al., 1998). A functional workforce-engagement criterion holds the key to clinical priorities with regards to useful new technologies required as well as essentia lity of scientific methodologies in tandem with evidence-based decision making. Further, understanding and agreement are important planning, implementation, and assessment tools. According to the case study done by Weeks, Helms, and Ettkin (1995), the item of understanding and agreement of the course taken by healthcare entities lacks uniformity with wide discrepancies over perceptive responses touching on matters of change. Whereas the need for change is plausible in the responses from the executive wing