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33 Cards in this Set
- Front
- Back
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Quality
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• Doing the right thing at the right time in the right way for the best possible result
• Meeting/exceeding customer expectations • Structure o Appropriate equipment • Process o Following correct protocol • Outcome |
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Quality
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• Doing the right thing at the right time in the right way for the best possible result • Meeting/exceeding customer expectations • Structure o Appropriate equipment • Process o Following correct protocol • Outcome Quality of care • Degree to which health services for individuals/populations increase the likelihood of desired health outcomes o AND are consistent w/ current professional knowledge • Appropriate care o Care for which expected health benefits exceed negative consequences o Avoid over/underuse of services • Efficiency o Maximization of the quality of a comparable unit of healthcare delivered for a given unit of health resources used o Ex. wait times • Health care workers at EVERY level can influence quality o Ex. housekeeping staff • Help them understand that if they do good job cleaning room—prevents never events from happening • Job as administrators to help them understand the process |
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Traditional measures of quality
• RETROSPECTIVE measures • Accuracy of diagnosis • Physiological change o Show up in pain—appendectomy—leave and no longer have pain |
risk of infection
• Peer review o Have clinicians/physicians look • Ex. how many times have done hip replacement—appropriate every time • Tracking indicators o How often did patients get ventilator assisted pneumonia • Readmissions o w/in 30 days—don’t get paid for it • PATIENT SATISFACTION o If satisfied—more likely to comply with directions when leave hospital • Problem w/ measures o Looking @ them after the fact o Part of improving performance = getting TIMELY feedback Components of quality • Effectiveness o Does it work • Patient safety o Do no harm • Timeliness o Is patient in pain while waiting on diagnosis o Does diagnosis come too late to make any difference • Patient centeredness o Does it meet their needs? o On level they can understand? • Ex. reading level of pamphlets o Patient navigator • Person patient can access at any time Costs of non-quality health care • Reputation • Legal expense • Lost productivity • Lost business Risk manag |
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conglomerate—svcs unrelated to core
• Strategic alliances • Joint ventures |
mergers
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Quality
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• Doing the right thing at the right time in the right way for the best possible result • Meeting/exceeding customer expectations • Structure o Appropriate equipment • Process o Following correct protocol • Outcome |
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Quality of care |
• Degree to which health services for individuals/populations increase the likelihood of desired health outcomes o AND are consistent w/ current professional knowledge • Appropriate care o Care for which expected health benefits exceed negative consequences o Avoid over/underuse of services • Efficiency o Maximization of the quality of a comparable unit of healthcare delivered for a given unit of health resources used o Ex. wait times • Health care workers at EVERY level can influence quality o Ex. housekeeping staff • Help them understand that if they do good job cleaning room—prevents never events from happening • Job as administrators to help them understand the process |
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Traditional measures of quality
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• RETROSPECTIVE measures • Accuracy of diagnosis • Physiological change o Show up in pain—appendectomy—leave and no longer have pain |
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Components of quality |
• Effectiveness o Does it work • Patient safety o Do no harm • Timeliness o Is patient in pain while waiting on diagnosis o Does diagnosis come too late to make any difference • Patient centeredness o Does it meet their needs? o On level they can understand? • Ex. reading level of pamphlets o Patient navigator • Person patient can access at any time |
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Costs of non-quality health care |
• Reputation • Legal expense • Lost productivity • Lost business |
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Risk management |
• Identifying |
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Benchmarking
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• Best practices |
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SWOT |
• Strengths o Resources/capabilities that provide competitive advantage • Weaknesses o Factors w/in your control that deter from ability to obtain/maintain competitive edge o Lack of expertise |
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Low-cost leadership
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• Reach broad market of buyers • Services/products at least equal value/quantity as of competitors BUT AT LOWER PRICES • Wal-mart strategy • HSOs must continuously seek to drive down costs while maintaining enhancing quality |
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Target market |
• Potential purchasers of org’s goods and services |
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Strategies for success (marketing) |
• Differentiation • Distinguish products/services from those of competitors on some product attributes • Ex. more amenities (private acute care rooms) |
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conglomerate—svcs unrelated to core
• Strategic alliances • Joint ventures |
mergers
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4 P’s of Marketing
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• Price o Affordable to consumer o Trend—cost shifting toward consumer • Higher deductibles |
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4 R’s of Marketing |
• Relevance • Is there a customer focus? • Are you selling something the customer wants? • Response • Are you delivering on the expectations your customers have? • Relationships • Long term thing? • Build relationship • Ex. discharge phone calls • Don’t want them to have bad experience • Results • Providing the hard/soft results that individuals want • Soft—instructions when leaving |
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Performance |
=f(Ability/Talent/Experience*Environment*Motivation) |
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theory X |
• People inherently dislike work and try to avoid it when possible • People must be coerced and controlled to get them to put forth adequate effort toward achieving organizational objectives • Prefer being closely directed |
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Theory Y |
• Work is as natural for people as play or rest |
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ERG Theory
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• Existence o Material/physical needs o Satisfied by air |
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Herzberg’s 2 factor theory |
• Satisfier/motivator o When present • Result in satisfaction |
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Job enrichment |
• Skill variety • Task identity o Allow someone to complete whole project • Task significance o Make relevance of someone’s task very clear • Autonomy o Letting them make decisions • Feedback |
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McClelland’s Learned Needs Theory |
Need for achievement Need for power Need for affiliation |
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Vroom’s expectancy theory |
• Effort put in based on what you believe your performance will be • Don’t think you can do something—probably won’t be as motivated to do it |
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Equity theory |
• Considers ratio of one’s inputs and outcomes to that of others |
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Breach |
Term for breaking a contract |
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EMTALA |
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IRB |
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Goal setting theory |
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Strategic planning vs. marketing |
• Strategic planning • Planning in advance where want organization to go • Made b/c of things happening in external environment • Marketing • Assessing needs in community—developing two way relationships w/ this • Develop products of need/in use in target market |
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Continuous quality improvement |
Meeting or exceeding customer expectations Monitoring and evaluating quality outcomes is both retrospective and prospective (poor quality can be prevented) Quality is not the responsibility of a department or individual (it is the whole organization’s mission and involves all staff) Quality focuses on both processes and outcomes |
