Choose a quality measurement tool different from the three identified in the topic assignment and explain how it could be used to measure quality in an organization. What challenges might the use or application of this tool present?
The cause-effect diagram is a measure of the quality of an organization. It provides a depth understanding of the problem and its possible root causes (Charles, 2016). It gives a list of the origins of the issue whether they arise from workers, machines, methods, materials, and the environment of the organization and assists in finding means to improve quality. However, it can be so time-consuming since it gives importance to many causes that based on opinions rather than evidence.
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Suggest three initial steps an organization would need to take upon identifying deficiencies in quality. What might be some challenges to addressing those deficiencies and putting the steps into action?
The steps that an organization can take upon identification of a deficiency include one, to find the risks encountered and the consequences the defects may have on the organization. Second to calculate the costs of taking action and lastly to communicate the identified gaps and measures to be taken in resolving the whole organization. However, in addressing the deficiencies and taking action may face the challenges of affording the costs of implementation and interruptions or interference that operations of the organizations may encounter on the process taking action Smylie & Firestone, 2015).
Research and post the mission and vision statements of two hospitals near you where you could receive care. Compare the mission and vision for each organization and share the image/impression each creates in your mind. Imagine you have been offered a position by each hospital and indicate which organization you would select and why based upon the mission and vision statements. In replies to peers, indicate which organization most appealed to you and explain why.
The mission of Cedars-Sinai hospital is to ensure the improved health status of the community they serve. And their vision is to remain a leading health organization and maintain its position as leading to the most prominent healthcare companies. The mission statement for Stanford is to heal humanity through compassion and science, concentrating on a single patient at a time, and their vision is to offer personalized care for the specific needs of each patient. Given a position, I would consider working for Stanford healthcare since, according to Alawneh, 2015, the mission and vision reflect the performance of an institution. Also, I would like to exercise my compassionate society giving emphasis and attending to the individual needs of patients. Stanford also appealed to me since working in the organization would give me a chance to advise as I explain defects of particular illness to families and patients.
Imagine you are the corporate “turn-around” specialist who has been hired to save a 400-bed hospital in a large metropolitan area. It faces competition from two well-managed teaching hospitals, has experienced declining occupancy rates, and has been losing money for six years. Common sense and good business thinking says that the hospital should be closed. Political consideration will not allow that to happen. Suggest three steps the hospital could take to ensure its survival for the next five years and justify your selections. In replies to peers, provide additional steps that have not already been discussed and explain how you think these will help the hospital survive.
Community services, worker involvement, and finding alternative means of financing save most hospitals from closure(Mullner et al., 1983). First, I will introduce charity health activities. This act will enable the hospital to win back the trust of society. Acts of charity will help solve the declining rates in occupancy. Second, to ensure the survival of this hospital for the next five years, as a turn-around specialist, I would invite outside investors. They will assist in raising money to cut the costs of the hospital to ensure a constant flow of resources in the hospital. And lastly, I will consider providing support and motivation to the hospital workers to improve their commitment and job performance.
References
Alawneh, A. A. (2015). The Impact of Mission Statement on Performance: An Exploratory Study in the Jordanian Banking Industry. Journal of Management Policy & Practice , 16 (4).
Charles, R., Hood, B., Derosier, J. M., Gosbee, J. W., Li, Y., Caird, M. S., ... & Hake, M. E. (2016). How to perform a root cause analysis for workup and future prevention of medical errors: a review. Patient safety in surgery , 10 (1), 20.
Mullner, R., Byre, C. S., & Kubal, J. D. (1983). Hospital closure in the United States, 1976-1980: a descriptive overview. Health services research , 18 (3), 437.
Smylie, J., & Firestone, M. (2015). Back to the basics: Identifying and addressing underlying challenges in achieving high quality and relevant health statistics for indigenous populations in Canada. Statistical Journal of the IAOS , 31 (1), 67-87.
