The Concept of Self-Management - Assignment Example

Introduction Q He allows physicians to manage themselves: Dr James introduces the concept of self-management at IHC. This concept is an example of Demings total quality management principles. At IHC, Dr James established structures that will help doctors analyze what they need for the treatment of patients, as opposed to the organization dictating on what the doctors will need (McLaughlin et al, 2006). Initiating training on the top management on issues relating to quality improvement. Dr James allowed conferences and training seminars on its top management, and encouraged them to initiate interactions with junior employees for purposes of improving efficiency in the delivery of services. Adopting a new policy at the institution (by aligning data collection to work processes) Dr James brought about new policies that were meant to solve the problems at the time. The organization resolved to replace the issuance of irrelevant data, therefore it was essential for the medics to collect data, while in the processing of diagnosing a patient (McLaughlin et al, 2006). Encouraging corporation between the various departments of the organization.. Dr James initiated a management structure whereby different departments of the organization were inter-related with one another. Q 2. This policy has led to an increase in the efficiency of providing medical services to the population. For instance, physicians were able to document data on their patient’s medical conditions, thus increasing the efficiency of treating the diseases, and reducing costs on the organization. For instance, doctors were able to bill their patients from $ 35 to $75. This was to cover for the costs of worksheets, and other resources the doctors were using to treat the patient. This aspect saved the organizations costs, because the organization no longer financed the worksheets for data collection. Basics Q 3. The physicians were attracted to the new measures initiated by Dr. James Brent. For instance, they embraced the idea of Electronic Management Recording. The main reasons as to these positive attitudes are the efficiency in which this new changes bring to the organization (McLaughlin et al, 2006). For instance the EMR supported and enabled physicians to make decisions on their daily medical routines. The system allowed physicians to record and access information touching on the ventilator customizations of a specific patient. His other policies such as creating parallel departments, but depending on each other were also approved by the board of directors, meaning that they agreed with his policies. CONTINUOUS QUALITY IMPROVEMENT IN HEALTH CARE Q 4. He illustrates the role of a shadow organization in clinical CQI by creating a parallel management structure, which ran parallel to the existing one. The aim of the shadow organization was to increase efficiency in the provision of services at IHC, and with time, they were to merge. This was only after a common ground was established. CQI has undergone changes over time because of the changes in medical practices, and new policies enacted by regulatory institutions. For instances, there is an emergence of new technologies for detecting diseases, and it is essential to continuously enact changes for purposes of keeping up with the pace of technology (Kelly, 2007). Q 5. Implementation One comparison of both cases is that team building requires effective communication for the process to be successful. Dr James recommends the managers to interact with junior employees for purposes of working as a team. He also recommends that departments needs to inter-relate with one another for efficiency in the delivery of services. This is an essential requirement of a team building exercise, advocated in chapter six. The difference arises in the manner of conducting their duties. In chapter 6, emphasis was on sufficient financial resources to enable a team to conduct its business, in the above case study, Dr. James emphasized on a proper mindset, and initiating a culture of self-management. By managing themselves, physicians will be able to increase efficiency in their line of work, and also consult with their peers on health matters. Q 6. The institution holds various conferences, for purposes of educating its managers on the essentials of good quality management principles. For instance, in the case study, Dr James held a conference with the employees of the organization, highlighting them on the best management practices that will improve the efficiency of service delivery. Dr James led an institute charged with the responsibility of developing better clinical management practices. The institute had a program for training physicians on better managerial policies. One session was to last for 20 days. Q 7. Bureaucracy in the decision making process: The board of directors has to sit down and approve of any new changes the top management may want to introduce. This usually takes time, since they have to deliberate on it, and take a vote. For instances changes in the pay structures of middle level managers, and a change in the structure of the organization as advocated by Dr. James in his shadow organization. Ignorance of the management techniques: There is also the notion of ignorance amongst the employees and the management of the IHC. This is depicted in a conference where Dr James asked whether the managers believed in an improvement of the organizations CQI. The managers agreed, but they did not know how to initiate changes that are meant to improve the services of the organization. Application Q 8. The lessons that I learn from IHS is that different organizations of the company must work together for purposes of efficiency in the provision of services. They must share the same goal, and they should be consumer centered. This is because the employees of the organization will develop innovative practices that eventually will result to the improvement of service delivery. Another lesson derived is to let the employees to manage themselves, but within the context of the business organization. This is because the diverse backgrounds of the employees can result to a clash of ideologies, and ideas (Kelly, 2007). The purpose of allowing employees to self-manage themselves is to be innovative. This will improve the services of the organization. It is also important to train employees on the essential skills required for their work. This is because skilled employees will provide high quality services. References: Kelly, D. L. (2007). Applying quality management in healthcare a systems approach (2nd ed.). Chicago, Ill.: Health Administration Press ;. McLaughlin, C. P., & Kaluzny, A. D. (2006). Continuous quality improvement in health care (3rd ed.). Sudbury, Mass.: Jones and Bartlett. Read More