First of all, the quality plan is essential part in the regulation and control of the quality implementation of the set goals. Such a plan contains a number of characteristics, which measurement shows the level of quality of the goals. The quality plan should be based on nine fundamental principles. It should be precisely aligned with the strategic plan; tied to high-quality framework; have a natural development from the plan of previous years; be clear, easy to understand and interpret; have measurable goals and include goals; build on existing resources; estimated on an annual basis; and help to influence permanent cultural change (Kenyon & Sen, 2014). The quality plan is the organization’s governing document, which establishes specific quality measures, resources and consistency in the implementation of the quality policy and objectives related to product output or services provided. Moreover, the quality plan is developed on the basis of a careful study of the needs and expectations of consumers, the strategic plan of the organization, analysis of the activities of the units, and proposals from the structural units. Therefore, the quality plan has a number of critical elements that imply its successful implementation, such as clear leadership strategies, search and involvement of stakeholders, as well as the implementation of the philosophy of the company based on the mission.
Leadership Strategies. In the health sector, serious problems usually arise due to excessive workload and competition, as well as a shortage of available personnel, who differ in qualifications from each other but work within the framework of mutual affection. Moreover, a lot of issues in health sphere are connected to the need for further development of technologies in order to provide more qualified care and treatment, and the fact that all the services provided are related to human health (Budak and Kar, 2014). For this reason, the provision of services in medical institutions that work continuously in an extremely complex system is only possible with effective management of strategic medical institutions and teamwork, in which the heads of institutions will create targeted strategic leadership qualifications. The selected leadership strategy during the development and implementation of the quality plan should include a precise allocation of responsibilities in the medical institution ( McSherry & Pearce, 2016) . The representative of the quality management is responsible for the timely development of the quality plan and the organization of monitoring the implementation of its activities. Indeed, monitoring of the implementation of activities is usually carried out by quality service specialists. Implementing departments are obliged to provide the necessary documents and data confirming the execution of works and events upon the request of the quality service.
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Stakeholder Identification. In terms of quality planning, stakeholders are individuals or organizations, whose or which interests may be affected during the implementation of the plan ( Kenyon & Sen, 2014) . Finding and involving stakeholders in the implementation of the quality plan will lead to greater control over its implementation, the emergence of additional financial sources, the creation of volunteer groups, and much more. Also, the involvement of a wide range of stakeholders will lead to more sustainable improvements and the quality of medical care. Different stakeholders have various focal points for quality control and, accordingly, indicators should be measured at many levels.
Since the quality plan has a purpose to motivate and achieve lasting changes in the corporate culture, it must be relevant to staff and management at all levels. Communication with internal stakeholders serves to familiarize them with the plan and identify expected changes, highlights the near-term initiative and possible opportunities for participation, and demonstrate support of the board and the quality management board as a priority (Hegarty, 2015). The quality plan is transparent concerning goals, objectives and indicators, and it should gain an understanding and eliminate any doubts about the effects of the plan on personnel or the attainability of goals. Ultimately, the quality plan should create a positive attitude and sensitivity to participating in the promotion of the company.
Development of a quality philosophy . The quality philosophy is process-oriented and emphasizes the reduction of variability, as well as the continuous improvement of the functionality of the final product or service (Kenyon and Sen, 2014). Quality philosophy focuses on the development and implementation of a corporate culture that emphasizes customer orientation, continuous improvement, empowering employees, and making decisions based on data (Kenyon and Sen, 2014). The driving forces behind this philosophy lie in aligning the characteristics of products and services with customer expectations, as well as with an emphasis on quality at all stages of development, production and supply. Indeed, the quality philosophy built upon the company's mission helps to involve employees in the process of improving the quality of work performed. The participation of each employee in planning is of great importance since it is a specific way of implementing the principle of employee involvement (Hegarty, 2015). As a result, each employee understands the importance of planning, knows the expected results of his/her work, and consciously works on the implementation of the plan (Hegarty, 2015). This method of planning eliminates the situation when top managers make a plan, give it to the rest of the staff for execution, and the latter ones poorly and reluctantly perform it. Moreover, such a method of planning is ineffective without the participation of middle and lower managers and personnel who directly perform the work.
As a result, the quality plan is an important component in the management of institutions, especially in the medical field. There is a list of critical elements that help implement a quality plan. These parts include strategic leadership, in which the vital role is played by the distribution of responsibilities in the company, as well as the involvement of stakeholders, who will control the implementation of the plan and bring additional finance. Additionally, an important part is the company's philosophy, which helps to involve all employees in the implementation of a quality plan.
References
Budak, F., & Kar, A. (2014). The importance of strategic leadership in healthcare management. International Refereed Academic Social Sciences Journal , 15 , 155-171. doi: 10.20460/jgsm.2014815637
Hegarty, N. (2015). Catch My Fall: The Importance of Developing a Leadership Philosophy Statement in Sustaining Original Values and Leadership Direction. The Journal of Values-Based Leadership , 8 (2).
IHI - What qualities do health care leaders need today?. (2013). Retrieved from https://www.youtube.com/watch?v=NdpuB63TaW0
Kenyon, G., & Sen, K. (2014). The Philosophy of Quality. The Perception of Quality , 29-40. doi: 10.1007/978-1-4471-6627-6_4
McSherry, R., & Pearce, P. (2016). What are the effective ways to translate clinical leadership into health care quality improvement?. Journal of Healthcare Leadership , 11. doi: 10.2147/jhl.s46170
