This self administered assessment poses statements regarding specific attributes that I have determined to be critical quality markers. It is designed to help you move beyond a “gut feel” to see how your organization stacks up against a variety of critical dimensions of quality. Hopefully you will learn something that challenges your assumptions about what it will take for your organization to establish a true environment of quality and patient safety.
For each of the following statements, score yourself as follows based on your reaction to the statement:
4 points: Strongly Agree 3 Points: Agree 2 Points: Disagree 1 point: Strongly Disagree.
After recording your reaction to all 15 statements, add up your total and refer to the evaluation at the bottom of the form.
______ The ability to provide demonstrably high quality patient care is a key element of our Strategic Plan.
______ We have a strong imperative for quality improvement in our organization, driven by our Executive Leadership.
______ We have effectively defined what constitutes quality, and have developed a robust set of objective measures to monitor it on a routine periodic basis.
______ We have an aggressive set of quality performance goals.
______ Our quality measures include consideration of care processes, outcomes and resource utilization.
______ We periodically benchmark our quality performance against other organizations and find that our performance is similar to Top Performers.
______ With regard to Joint Commission accreditation, we are survery ready every day.
______ We routinely provide quality performance information to our Board, our employees and Physicians, and to the community.
______ Our employees and physicians believe we have effective and efficient clinical care processes.
______ Our care processes are based on current medical best practice evidence
______ Our We have the organizational skill and capacity to develop and implement effective quality performance improvement initiatives.
______ Our approach to quality assurance incorporates concurrent intervention techniques.
______ We have tools and technologies that enhance our caregivers’ ability to provide quality care at the point of care.
______ We have a culture of safety that is understood and embraced by all employees.
______ Our Physicians understand and are aligned with our Quality Management strategy.
_______ TOTAL SCORE
54 – 60 Top Performer. Your organization understands the core elements of Quality Management and is well positioned to remain a leading quality provider in your market. Quality is inherent in your culture and you are continuously improving your performance. What to do next? Consider developing a Quality Innovation or Accelerated Quality Implementation program to infuse a fresh new level of effectiveness into your quality management organization.
48 – 54 Aspiring Performer. You are a solid quality provider, but the competition is not far behind. What to do next? Assess how your organization rates against each of the five Critical Quality Markers to clearly define your organizations strengths and weaknesses, and develop your Blueprint for Strategic Quality Management Success.
Challenged Performer. While you recognize that quality is important, your organization’s culture, processes and infrastructure do not support effective quality management. Quality performance is mixed, and significant improvements are elusive. What to do next? Consider developing a comprehensive Quality Management Strategy to create a tailored program that will transform your organization’s quality and patient safety culture and capabilities.
By: Scott Hodson
Archive for April, 2010
Hospital Quality Management Effectiveness Self Assessment
April 28th, 2010Old Management Theory and Employee Motivation
April 28th, 2010
The development of management theory exists on a continuum where each new insight leads to either an updated theory or a new theory. Yet as society changes we often falsely assume that older theory has no bearing in modern life. We seem to forget that these theories are based in basic human needs that don’t change. What does change is the expression of those needs and how we go about fulfilling them.
Reviewing old management theory is important because these older theories often are simpler and cut to the problem more quickly. They don’t jumble up all the relevant information with educated ramblings. They prefer to get to the root of the matter so that great understanding can happen. The more understanding we have the better ability we have to achieve our business goals.
Let us take Adam Smith as one example. Adam Smith, around 1776, observed that human beings tended to conserve energy and in so conserving energy they had to have a challenge or motivating force. In his work entitled An Inquiry into the Nature and Causes of the Wealth of Nations he wrote, “In every profession, the exertion of the greater part of those who exercise it is always in proportion to the necessity they are under in making the exertion.”
What does that mean? It means that we don’t like to exert energy fulfilling a need. However, we will exert energy based on the necessity of fulfilling a need. For example, if we really want something bad enough we will be willing to exert enough energy to achieve it. Have you ever met someone who was motivated in life? It is probably from a need to be recognized and appreciated.
As this need becomes stronger we are more likely to exert additional energy. Let us say that you were a tribesman from some African village. If you aren’t that hungry you probably won’t work that hard. Yet as you get closer to starvation you will exert more energy hunting, fishing, and getting more food. The same principals can be applied to housing (big houses), money, dating and more.
Nearly a hundred years later Henry George, around 1898, states this disposition of men to seek the satisfaction of their desires with the minimum of exertion is so universal and unfailing that it constitutes one of those invariable sequences that we denominate the laws of nature.”
George is proposing a law of nature that energy exertion is dependent upon the intensity of the need or desire. Apply this concept to your business. Employees aren’t likely to work very hard if the majority of their needs are fulfilled. For example, if they don’t have drive to achieve more than an average employee they aren’t likely to work that hard. Some employees have no desire to achieve (need) and are not going to work hard to maintain the status quo. Recruit people who want to succeed in life and you will get more work out of them.
By: Murad Ali
Custom Wheels to Best Performance of Your Vehicle
April 28th, 2010Concern well of your car performance is essential to keep it always special and boast. For the lover of automotive designing; having a vehicle is not just for going mobile but also for having fun of applying some modifications. The modifying can be done in many parts of the vehicle; to make it performs well both in physical performance and also in machine.
For the great performance when the vehicle moves; you should concern to some points of modification and maintenance such as giving regular maintaining to the machine, and also some parts of the vehicle physics that can supports the speed of it. Wheels are the vehicle one of the most important parts that should be noticed for high speed of your vehicle. The quality and the design of the wheels will determine how easy the vehicle will move and grip the road.
Carid.com is the store where you can get high quality wheels for your vehicles. This store enables you to buy custom wheels and rims that are made from high quality materials, stronger, and also quality guaranteed for the EOM accuracy passed. Any kind of your vehicle types and series; city cars, SUV, trucks, etc; you can order the high quality wheels and rims here for the best performance.
