Topic 1: Quality
Quality can be defined as the level to which the health care services given to someone better their general health and are up to per with the medical professional knowledge. For quality healthcare to be achieved, it has to be safe for the patient, such that they don’t get injuries from the given care (Evans, 2002). The care also has to be effective; there should never be under-use for any effective care, nor should there be overuse of ineffective care. The patient's choices should be honored and respected. The health care should also be timely; there should be minimal to no time wastage for the patients and the health caregivers. For quality health care to be achieved, the patients and the caregivers need to put in extra finances. For instance, patients with health insurance, co-payments, and deductibles are more likely to access quality health care in terms of timely care and care effectiveness than those without such a plan (Taylor et al., 2014). Variances play a role in ensuring quality care is given to patients. In health care, variance analysis needs to be done often. The analysis ends once it is established that a patent has a deficit; if the patient’s expenses exceed their planned budget (Mosadeghrad et al., 2014). Benchmarking is an important part of any organization that provides health care. When you benchmark, there is always a point of reference when evaluation needs to be done. A healthcare organization can choose to compare its healthcare quality to that set as the standard, or they could decide to use data from an organization with similar operations. The collected data can then be used in the comparison, and hence there can always be room for the organization to improve, especially if its compeers are performing better than them in terms of service delivery.
Topic 2: Succession planning
Succession planning ensures that an organization has the right personnel in place. This includes having people with the required skills, experiences, and capabilities placed strategically in the required positions and the needed time. For succession to be effective, there has to be efficient planning for the organization to spot the major roles and identify the people who are best suited for the positions based on the skills that they possess. This helps the organization cut the costs that would have otherwise been used in recruiting people who are not part of the organization since any needed recruitment is done in-house (Groves, 2007). Sometimes an organization may play favorites in promoting its employees, which would lead to putting people in positions that they don't have skills to fill or don't have any potential factor too. This would drag the company down in competing with its peers who are equipped with the right personnel (Manning et al., 2015). Informing the employees that they have been targeted for the succession planning process would help motivate them to put their best foot forward. When the employees are aware that there would be possible advancements, they are more likely to execute their duties to higher standards in a bid to impress those responsible for the evaluation process. It also helps them feel like they are an important part of the organization (Carriere et al., 2009). Not telling them would give room for the spread of rumors, which would greatly lower their trust in the organization, making some leave the organization. Telling them would hence be advantageous. The disadvantage of informing them is that failure to meet their expectations may kill some employees’ morale. Some may even choose o leave the organization due to the frustration or make them fail to execute their tasks as effectively as they used to before they were informed about the succession planning process.
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References
Carriere, B. K., Muise, M., Cummings, G., & Newburn-Cook, C. (2009). Healthcare succession planning: an integrative review. JONA: The Journal of Nursing Administration, 39(12), 548-555.
Evans, J. R. (2002). Total quality management. INFOR, 40(4), 364.
Groves, K. S. (2007). Integrating leadership development and succession planning best practices. Journal of management development.
Manning, V., Jones, A., Jones, P., & Fernandez, R. S. (2015). Planning for a smooth transition: evaluation of a succession planning program for prospective nurse unit managers. Nursing administration quarterly, 39(1), 58-68.
Mosadeghrad, A. M. (2014). Factors influencing healthcare service quality. International journal of health policy and management, 3(2), 77.
Taylor, M. J., McNicholas, C., Nicolay, C., Darzi, A., Bell, D., & Reed, J. E. (2014). Systematic review of the application of the plan–do–study–act method to improve quality in healthcare. BMJ quality & safety, 23(4), 290-298.
