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PubMed1993

Reflections on total quality management and health care supervisors.

Total quality management (TQM) has become an integral process in service delivery for many health care organizations. This article reviews the fundamental concepts underlying TQM and how TQM is relevant to health care supervisors. In many respects TQM represents a contemporary approach to supervising innovation and change, to analytically solving customer problems, and to implementing continuous quality improvement. Several strategies are examined that health care supervisors can adopt for improving service quality, including cultivating a climate for innovation, motivating by example, leading staff to do what is right and to tolerate no service delivery errors, retraining staff, developing control systems, and creating barrier-free organizations. These strategies are examined from the perspective of achieving continuous improvement in health care settings.

Health Maintenance Organizations↗
PubMed1993

Personal development planning.

Since the introduction of general management into the NHS in 1985, greater emphasis has been placed on managing the service through clearly defined objectives. Jill Sandford and Christine Rollin describe Lifespan Healthcare's personal development plan for managers, and report on some of the benefits it has brought the organisation.

Education, Continuing↗
PubMed1994

Linking the laboratory with future techs.

How do you further staff development, boost recruitment efforts, enhance public awareness of the lab, and provide an educational resource for teachers all on a micro budget? Introduce the lab to your school system.

Child↗
PubMedDate not supplied

Continuous quality improvement at work: the first team--Part I.

This first part of a two-part article describes the process of making the theory of continuous quality improvement a reality. The successes, the failures, and the struggles of the first team effort are outlined. The evolution of the team approach is captured from the perspectives of the quality directors, the facilitator, and the team leader. The team project discussed in this article focused on inpatient admissions and the assignment of patients to observation status.

Decision Making, Organizational↗
PubMed1995

Facing change--preparing for the future.

This case study demonstrates that team development takes time. It involves interpersonal skill development for staff members, management training, and specific team building sessions after the teams form. It is crucial that the specific content of training for managers, staff members, team leaders, and team members evolves from an assessment of organizational needs coupled with involvement of all levels of the department. You may ask if this entire process has made a difference. Yes, it has. Staff members are beginning to be more open and honest with one another regarding issues detrimental to the group process. Above all, team leaders and staff are assuming responsibility together for the workload and process improvement. Implementing the team process without proper training and assessment is sure to fail. Yet we must continue to work and shape the team process toward the final level of self-direction.

Attitude of Health Personnel↗
PubMed1995

Quality systems for the clinical laboratory. Canadian Society of Laboratory Technologists Working Group.

This paper has outlined some of the factors which have given rise to the interest in TQM which is evidenced by changing accreditation requirements and widespread implementation in health care facilities. Implementation of TQM in the clinical laboratory is dependent upon: 1. A clear focus on the most important aspects of the service we provide, where if quality fails patient care would be most seriously effected (high volume procedures, high risk and/or problem prone). 2. A focus on the customers of our services: ensuring that process improvements address their requirements. 3. A new leadership philosophy: tapping into the expertise of each member of the team to achieve service improvements. 4. Recognition of the importance of interdisciplinary and/or multidisciplinary collaboration: closing the gaps in our existing QA programs and ensuring that quality is defined in terms of the broad experience of patients receiving health care. 5. Taking advantage of staff development in the use of team tools to provide teams the opportunities to be successful in collaborative projects. 6. Demonstrating perseverance and commitment to quality improvement. Giving the process time to demonstrate success. The methods and tools used to accomplish the transformation from quality assurance to TQM are various. The important point for laboratory professionals is to ensure that our plans are consistent with the total quality picture for patient care. To do this will require collaboration, coordination and communication between the various care givers with whom we interact. It will also require recognition that no one health care process stands alone: quality patient care requires an intersection of processes that ensures our ultimate customer, the patient, of service that will meet expectations and will produce a successful outcome.

Canada↗
PubMed1995

Assuring a trained workforce for allied health: the administrator's role.

In many areas healthcare education has failed to keep pace with changing needs for new skills and characteristics. The Project on the Future of Allied Health solicited a number of white papers detailing characteristics, competencies and attitudes that will be required of allied health workers in 2005. Two concepts from those white papers pertain especially to radiology: (1) the knowledge burden of today's health professional is quickly approaching overload and (2) manufacturers of healthcare equipment and technology must bear some responsibility for the problems and solutions. Some large employers have determined that allied health education is not providing appropriate training and have initiated their own programs. New models of allied health education and practice already exist around the country. It is no longer "if" but "how" we can make progress toward change. The impetus and funding for new programs probably will not come from the government; leaders in the industry must implement changes in education and staff development. Radiology administrators and professional associations must play a role in redesigning programs for allied health training.

Allied Health Personnel↗
PubMed1995

Perceptions of management development in selected hospitals.

Today health care executives are managing organizations that are complex and require a higher degree of financial management, medical knowledge, and general business skills. The skills and academic background required to manage health care facilities have been debated by practitioners and academicians over the years. This study will examine executives' perceptions of management development activities in their organizations. To assess these perceptions, an eight-item questionnaire was mailed to 587 executives. Forty-two percent were returned. The data showed that a majority of the respondents indicated that the management development programs in their organizations were well received and that the morale of managers had improved. The pressures and challenges facing health care organizations will require managers and executives to make use of a wide range of skills if they are to be successful.

Health Services Research↗
PubMedDate not supplied

Building physician managers and leaders: a model.

A needs assessment identified leadership, management, and interpersonal skills as training and development areas for hospital's physician executives. Training sessions were developed and occurred quarterly over a two-year period. Development strategies were designed to enhance transfer of learning from the classroom setting and incorporated personalized coaching sessions, development of a peer mentoring program, group redesign of the performance appraisal process, strategic planning, and performance feedback sessions. The comprehensiveness of the approaches taken in this program is critical to successful training and development efforts of physician executives.

Data Collection↗
PubMed1995

Development of a local Physician Executive Leadership Program.

Dramatic changes are occurring at a rapid pace throughout the United States in virtually all aspects of health care delivery. Physicians, hospitals, consumer groups, and others are thus facing new and greater uncertainties and are forced to adapt to a continually shifting environment. Fundamental change of this magnitude has and will continue to result in the formation of new alliances and organizations within which physicians and others will be forced to function. To participate effectively in these processes of change and to maintain influence within these new organizations, physicians will need leadership and management skills. To address the challenges facing current physician leaders and the need to develop more effective leaders, Sharp HealthCare developed its Physician Executive Leadership Program. This article describes the program and summarizes some of the lessons learned regarding the training of physician executives and leaders in today's changing health care environment.

California↗
PubMedDate not supplied

Developing physician leaders in academic medical centers.

While physicians have historically held positions of leadership in academic medical centers, there is an increasing trend that physicians will not only guide the clinical, curriculum and scientific direction of the institution, but its business direction as well. Physicians are assuming a greater role in business decision making and are found at the negotiating table with leaders from business, insurance and other integrated health care delivery systems. Physicians who lead "strategic business units" within the academic medical center are expected to acquire and demonstrate enhanced business acumen. There is an increasing demand for formal and informal training programs for physicians in academic medical centers in order to better prepare them for their evolving roles and responsibilities. These may include the pursuit of a second degree in business or health care management; intramurally conducted courses in leadership skill development, management, business and finance; or involvement in extramurally prepared and delivered training programs specifically geared toward physicians as conducted at major universities, often in their schools of business or public health. While part one of this series, which appeared in Volume 43, No. 6 of Medical Group Management Journal addressed, "The changing role of physician leaders at academic medical centers," part 2 will examine as a case study the faculty leadership development program at the University of Texas M.D. Anderson Cancer Center. These two articles were prepared by the author from his research into, and the presentation of a thesis entitled. "The importance of leadership training and development for physicians in academic medical centers in an increasingly complex health care environment," prepared for the Credentials Committee of the American College of Healthcare Executives in partial fulfillment of the requirements for Fellowship in this College.*

Academic Medical Centers↗
PubMed1997

Computerized education in a multi hospital university medical center.

The advantages of using authoring, instructional, and informational computer applications in a university-based multi-hospital medical teaching center are vast. Software applications are used by the staff development educators at The Presbyterian Hospital, Columbia University Medical Center (CPMC) for test construction and administration, information processing, instruction, assessment, and evaluation. The media formats include Windows and DOS based CAI programs, CD ROM, IVD, INTERNET sites, and other on-line resources. This presentation will focus on how nurse educators use the various types of software applications available on the CPMC network and in the multimedia center, and on the benefits experienced by learners, educators, and nursing management and administration.

Academic Medical Centers↗
PubMed1995

Performance-based public health in Texas.

Responding to a 1987 state audit report, the Texas Department of Health began a performance-based objectives project to tie contract funds to local health departments (LHDs) to performance measures. The overall goal of the project is to improve public health practice in Texas. A major focus has been on having regional and LHD program staff develop realistic and measurable outcome and process objectives. Training on the planning and monitoring phases of the health program management cycle has been conducted, with future training planned on the evaluation phase. There are increasing reports on the value of the performance-based objectives process.

Humans↗
PubMedDate not supplied

Effective catheterization laboratory management.

Managing a catheterization laboratory requires both attention to basic managerial principles and consideration of the difficulties that operating a highly specialized, state-of-the-art technical facility presents. Paying careful attention to communication, staff development, and budgeting will help avert potential problems.

Cardiac Care Facilities↗