Quality Management and Accountability - Essay Example

Experts posit that while distinct individual expertise is significant in the creation of team, however, they must not be able to overlook the need to openly communicate to each other to completely manage changes in the hospital. 2. The article you read indicated that there needs to be an agreement and understanding between employees and managers for successful quality programs. Discuss this aspect of the case study (e.g. did this occur, what understanding do you think each group had, etc). In the case at hand, while the team were able to attend training on quality improvement training and created its team for the hospital to strategize the changes for competitive leverage but there is apparent lack of communication and coordination to all departments about how the improvements will be undertaken with everyone’s participation.

The case further showed that the human resources are demotivated. They were non-collaborative as demonstrated by their poor attendance in meetings; the corrective action teams were dysfunctional but has instead focused on problem-solving with blame; poor reporting and documentation; and few were convinced that genuine total quality changes can be fully effected. It is appreciable that there are those who are interested to introduce changes in the administrative and operational aspects of the hospital, like Joe, but the drive for changes isn’t just enough.

Joe was only able to send a team to undertake training on quality improvement team (QIT) and partially communicated his plan to few staff. The goal of attaining quality services was not shared by everyone. Managing changes within an organization require that the administration and its teams should sit down together and conduct an evaluation of hospital operation and organisational functions (Weeks, Helms, & Ettkin, 1995). There should also performance evaluation among employees. Such evaluation will assess how the human resources work viz-a-viz its goals and how the management function to complete its program effectively (Weeks, Helms, & Ettkin, 1995).

The evaluation will outline the annual outputs of the hospital and determine the outcome of these programs. This will also cover an evaluation of company policies, human resource management and customer or patient supervision. When this evaluations are done, only then that the quality improvement teams (QIT) could formulate recommendations and program of actions that will serve as framework in instituting changes for the organization (Ciampa,1992). The recommendations will address all the problems and concerns raised in the evaluation holistically so that the team will be able to comprehensively respond to problems.

As such, they will be able to see the correlation of reports from all departments, the evaluation process and the procedure of managing total quality improvements (Whetten, & Cameron, 1991). 3. What steps did the manager take to implement the improvement process? What steps did he do correctly? Which ones did not work? As discussed earlier, the manager was only able to send the staff for training on quality improvement but in the absence of shared goal within the organization, the collaboration and cooperation became nil and nixed.

Joe plans and sets target but these are not openly agreed and coordinated with all department heads, thus, the direction in in creating changes are not achieved and the outcome was