Developed nations health policy deals with improving and assessing health care quality. Countries have identified specific issues over quality concerns while Institute of Medicine revealed considerable medical malpractice. Scandal series propelled towards the quality of center stage issues and provided quality improvement as key policy sector. How can quality improvement incorporate in a complex health care system? Cultural change requires being fashioned alongside policy reform and structural reorganization in bringing successful culture. This study will focus on various issues related to organizational culture and its effect on managerial abilities, social and ethics responsibilities, patient safety, hospital performance, quality health care delivery and health care leaders’ creation of stronger corporate culture.
Managerial Abilities
Organizational culture reveals shared assumptions, beliefs and values and it is seen as a binding aspect in a healthcare system. Culture in a healthcare organization is vital as it plays a large function in the identification of whether the hospital is a healthy place for employees to work. Good managers in hospitals promote the healthcare's vision thus promoting best relationship among patients and nurses (Vincent, 2010). Where it is real managerial interaction among subordinates and leaders, contributions among team collaboration and communication is enhanced. Subordinates encouragement for the accomplishment of assigned objectives and mission in healthcare improves job satisfaction and patient's health.
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Ethical and Social Responsibility
Hospitals must ‘uphold the commitment aimed for the well-being of the community where it performs its work by focusing on the health of each. These can only be attained through employees who volunteer on programs depending on their talents and time to support a collection of worthwhile causes to the communities (Sanchez, 2012). Employees volunteer program is stronger in the sector of public health in the way of assisting the community to eliminate certain types of diseases in the bid to improve societies standard of living. Many managers in hospital admit that success comes through assigning duties in regards to individual and team abilities with their combined efforts to attain a common purpose of improving the lives of people in the society through volunteer programs designed.
Apart from being much concern with social responsibility organization dealing with health matters, have to apply ethics in their structure and mode of operation. Ethical integration is of significant for most organizations (Sanchez, 2012). This is more involved in health care, in where there prevails frustration between health care providers. Many do mix health care services with business, which should not be the case. The thrust of hospital ethics such as biomedical and nursing ethics are aimed to increase human effort, trust and knowledge to remove fear in the sector and enhance performance. This applies without due consideration to social purpose.
Patient Safety
Every patient care or ward unit have a diverse culture. Also, each discipline in the hospital has diverse culture example physicians versus social workers. These may profit patient care organization’s work or impede the task (Sanchez, 2012). Due to culture, differences leading to communication difficulties, work impede are likely to arise.
The patient management safety consists of four constructs namely, training and education, incident voluntary reporting, teamwork, and leadership. Measures for patient safety were perceived in diverse aspects based on hospitals one worked in. In patient safety, leadership was termed as perceptions on top managerial performance on many leadership items by showing workers consideration and system structure (Sanchez, 2012). Teamwork was seen as state perception of trust, cooperation, and mutual exchange between departments. Voluntary reporting incident was defined as dealing with harmful event perception during its occurrence in a hospital environment, mechanism design for report making to post event and upper levels analysis management. Training and education were termed as patient safety perception on training and education organized by hospitals to its employees and the degree of knowledge application by employees.
It was revealed that group culture had more influence on patient safety management. This will assist in propelling implementation of the safety system of patient (Sanchez, 2012). The promotion and building of culture group could be performed from various aspects including participatory management adoption. Methods like human resource development, worker participation, team building and human resource development open communications could be adopted. In conclusion, group culture can be a vital predictor of patient safety while rational culture predicts patient safety in a negative way.
Hospital Performance
In health care sector, there exist different performance indicators. Namely; efficiency and quality patient care, quality improvement tasks, patient satisfaction, health care job satisfaction provider, and effectiveness of team providers making it hard in the identification of consistent relationships in studies (American Hospital Association, 2014). Hospital performance analysis is based on four performance indicators namely resource application per patient, resource use productivity, daily bed use per physician, short period profitability, employee satisfaction and patient satisfaction.
Hospital having a culture that emphasizes on social responsibility puts society interest ahead of patients or individual hospitals. This culture affects many health care systems thus preferring hospitals to compete regarding profitability (American Hospital Association, 2014). This profit is based on profitable service volumes provided when paying a service fee. Organizational culture dimensions were based on hospital performance. In many instances, the relationships relied on expectations (Fedorowicz, 1986). In the case of hospitals having high social responsibility culture, the length of stay was shorter due to governments and medical society's demands in increasing inpatient care efficiency. Most hospitals with social responsibility cultures promote shorter periods of hospital stays while hospitals are focused customer culture provided longer hospital stay (Fedorowicz, 2016). The hospital performance is mainly based on employee satisfaction. Neither capability development culture nor empowerment culture can increase the satisfaction of employee in hospital performance. In health care era reform, public hospitals experience intense pressure exceeding sensitivity of social responsibility (Hickey & Brosnan, 2012). This suggests that public hospital is applying organizational culture prepared them in a bad way in response to environmental changes. Health policy makers and hospital executives need to put more consideration on regulatory implication and culture for best hospital performance.
Quality Healthcare Delivery
Health policy of developed world concerns much with having access to improved quality health care provision. For instance, in the USA, specific issues related to the quality of health care are identified, and medical institution must point out the significant medical errors experienced.The UK had various issues related to the quality of health care providers, and this propelled them to create quality improvement as central policy area (Hickey & Brosnan, 2012). There are various considerations to influence change in organizational health care terming it a solution for quality improvement. For this change to be realized cultural change has to be shaped alongside structural reformation and systems modification to bring in a culture where excellence may flourish (Leaven, 2015). When organizational culture experiences change, health care services are prone to improve in quality.
An assessment of health care policies change in the USA over the past years indicate that pleas for a cultural reform in the health sector is of more significant in improving the quality of health. The reforms undertaken in previous years have ignited a concept of cultural transformation.
The focus on these reforms was efforts to increase accountability and management in National Hospital Service and create a more business culture (Leaven, 2015). The government had to succeed in advocating for quality as a point of focus in National Hospital Service (NHS). They developed a new strategy for a quality framework for health concern. In it were the estimated standards of quality, providers were required to adhere to the set standards in delivering health care and constant monitoring to make sure that there is a uniformly high-quality care attained in NHS (Vincent, 2010).
How healthcare leaders build a stronger corporate culture
The health care sector can benefit through expanding their current understanding of organization structure to incorporate broader perception about managerial attributes like primary determinants for change process and quality enhancement (Vincent, 2010). The following are the main elements of managerial attributes concerning management viewpoint: executive management, comprising of the board responsibilities and senior leadership as well as information, technology management, and other related factors. Many organizations are propelling for quality management for chief medical officers and senior executives to enhance competency and quality in health care provision.
The senior management is at the top of the organizational hierarchy, and they employ their leadership skills to direct and guide the organization in the attainment of improved quality health care services (Vincent, 2010). They offer ideas invent new ideologies and disseminate them in the entire organization. They are also the ones to initiate organizational cultural change for a critical improvement of quality. Managerial commitment contributes to successful quality transformation (Wilson & Wilson, 2012). Hospital boards have been championed to be concerned in and account for quality of care provided in their institutions. Patient safety should be necessary as an organizational goal; this begins with the board of directors who have the mandate to ensure that providing high-quality health care is of significant (Wilson & Wilson, 2012). Corporate and board of hospital have the responsibility of overseeing the financial budget and program for the organization.
Conclusion
In the course of increased deficiencies in health care, most organizations are under pressure to be responsible and accountable in quality administering in the clinical care they provide. Many hospitals face challenges during implementation of quality initiatives associated with identifying appropriate outline for successful implementation, getting priorities right and developing sustainable systems of operations. Given that, quality comes as the central point for organizational performance in years to come in entire organizations for health care provision. The government ought to develop structures for organizational to embrace this challenge from a managerial perspective.
References
American Hospital Association. (2014). Hospital performance . Chicago: Office of Policy Studies, American Hospital Association.
Fedorowicz, R. J. (2016). Bonus pay and performance. Hospital Aviation , 5 (2), 9-10. doi: 10.1016/s0740-8315(86)80018-3
Hickey, J. V., & Brosnan, C. A. (2012). Evaluation of health cares quality in advanced practice nursing . New York: Springer Pub. Co.
Leaven, L. T. (2015). Improving Hospital Laboratory Performance: Implications for Healthcare Managers. Hospital Topics , 93 (2), 19-26. doi:10.1080/00185868.2015.1052267
Sanchez, J. A. (2012). Patient safety . Philadelphia: Saunders.
Vincent, C. (2010). Patient safety . Chichester, West Sussex: Wiley-Blackwell.
Wilson, C. R., & Wilson, C. R. (2012). Strategies in health care quality . Toronto: W.B. Saunders Co. Canada.
