Quality improvement plan is a guidance document that shows how any health department will achieve, deploy, and review quality services throughout the organization. It mainly focuses on how services and products delivery to the customers including the patients. This plan describes assertively activities and processes that ensure proper quality deliverables production is consistent. This is a quality improvement plan whose mission is to; ensure proper recruitment of members, team cohesiveness and managing conflict within members. The vision is to attain proper quality assurance that ensures good products and services in health facilities.
A team of many members is an excellent way to quality because of unique ideas from different individuals (Gillam & Siriwadena, 2013). First business owner, he may not have essential knowledge but because of his entrepreneurship skills and financial requirement he is required. Second, a facilitator, he has enough experience on the move and will acts as the champion of the plan. With his experience, he will oversee the challenges and avoid them. Third, the team leader will coordinate the team’s functions to achieve mission. Timekeeper, he assists the team to manage time. Lastly, recorder is a rotated role assigned to help the team maintain visible record of its work during each meeting.
Four major theories are used in recruitment of members. First, defining manpower needs. This considers particular needs of the organization, which may be complex or simple hence determining their weight, will give a guide to the next theory. Second, enticing and finding quality candidates that will handle those needs. For example, to ensure quality and safe surgery, highly qualified and experienced candidates are recruited (Aguilar et al 2013). Third, interviewing and obtaining the best applicants with enough experience to achieve the goal of the plan and finally orientation of the selected member into the business.
The objective and the vision of the plan will make the staff motivated. No one strategy will suffice to motivate, but numerous of them will ensure a glamorous success. Increment of salary plays a financial role in motivation where members see the need of overtime working (Hennequin et al 2012). Team leader will have good communication where each and every member is engaged. Putting this list in the history book of the organization as members who have achieved a critical objective of the company will motivate even members who have not joined (Aguilar et al 2013). Lastly engaging each member by assigning specific roles with one goal of success will make the members interested.
Meeting of all members will happen after two days, which may take one to two hours depending on the agenda and arising issues. All members should attend unless otherwise. The meeting should happen face-on-face to create cohesiveness and bonding among individuals in the team. Conflict of interest forms significant drawback in member cohesiveness (Gillam & Siriwadena, 2013). Superiority and conflicts at work are some of the principal sources of not achieving good bonding among individuals.
Managing conflicts within individuals is a safe way of ensuring cohesiveness within the team. This will be prevented when individuals adhere to the rules on the grounds which are enacted by the same members. The guidelines may be broken inadvertently, and it is necessary for individuals to intervene and address the issue. It is impractical for the team to achieve their goals with unresolved conflicts since it is the main drawback of togetherness. The team will periodically look at their accomplishment. It provides the facilitator with the right information to ensure success (Aguilar et al 2013). In conclusion, the key people in membership of Quality Improvement plan include the team leader, facilitator, recorder and timekeeper. When conflicts are managed there, are high chances of achieving the mission of the plan.
Reference
Aguilar, c., Chau C., Giridharan, & N., Huh Y. (2013). How practical Journal of Pharmacy Practice, 26(3), 214-219.
Gillam, S., & Siriwadena, A. (2013). Framework for improvement clinical audit, the plan-to-study-act cycle and significant event audit. Quality In Primary Care, 21(2), 123-130.
Hennequin, v., Duval, C., & Grimonprez, C. (2012) Regional plan of improvement of the quality. (3) 128
