Question 1
Quality can be defined as elusive in that different people interpret it differently. Few can define quality in measurable terms that can be operationalised.
- Transcendental quality
According to this approach, Quality is a natural factor that is recognizable worldwide as a mark of high standards free from any defects. Some people see it as one which cannot be given a definite definition since human beings can only learn through experience. Examples of this are;
“Where shopping is a pleasure” Supermarket; “We love to fly and it shows” Airline.
- The Product-based
This product views quality as measurable and quantifiable. Products are made of various ingredients and mostly the more the ingredients used the better the quality. An example is that ice cream contains high content of butter fat thus its quality is good. Quality variations could therefore be attributable to the quantity of contents used.
- Value Based
The value based method defines quality in terms of costs and prices. Its emphasis is more on a product that has a high cost. It has become prevalent over the years as more people are using it. The high the price, the higher the quality is the main assumption here. For instance, a consumer may be willing to buy watch. Watches vary and come in different prices and designs. However the buyer may go for the expensive watch believing it’s of better quality than the cheaper one yet they basically serve the same purpose.
Question 2
- Hoshin planning uses a process called Policy deployment.
- View on Hoshin planning in Hospital Management
Influential leaders of healthcare organizations need a modern type of control system to give a guideline to healthcare managers and staff members so as to reach and attain the world-class levels of safety, quality, and value. The Hoshin planning strategy happens to the best option for that to be made a reality. The systems focus on the company’s improvement in terms of the output expected by the patients or other people. This strategy flows five phases and this include Scanning, planning, doing, Checking and finally acting.
Question 3: Control charts as a productivity tool
Control charts are important in data collection. They are essential in distinction between special cause variation and common cause variation. For example they may be used in an inpatient food service system. Nurses deliver food in trays to their patients and control charts help them know when it is appropriate time to serve their patients. This results to customer satisfaction and therefore in this process both the patient and the nurse are customers.
What are the Continuous quality improvement components and their importance to the customer and the company?
Continuous quality improvement often abbreviated as CQI is a management philosophy that focuses on the continued progress by use of scientific methods to acquire knowledge and variation in work processes. CQI has three main components which are customer satisfaction, team approach and the scientific approach. The customer is the backbone of any business or generally any system (Longest & Darr 2014). Quality is met when all the consumer needs are satisfactory. This gives the consumer confidence in the company and products or services he or she is offered. The company on the other hand increases chances of reaching a larger market because they are providing their services accordingly.
Question 4
“Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity” a slogan by Edwards Deming. He had 14 principles on quality movement and this was the 10th. In simpler terms this slogan meant that people should not encourage people to something they already are doing or what they do not know how to do. Humans beings in nature tend to get tired of monotony or something they are too often used to (Longest & Darr 2014). I agree with the slogan because it makes no much different or add any value. An example is telling people daily to buy a certain program or enter a given restaurant because you thing it may be good for them. This would be harmful because too much seems too obvious.
Question 5
Two important points involved in quality surround "are we doing things right" and "are we doing the right things".
Doing things right is doing what is expected while doing the right things is questioning what you are doing to see they bring out the expected outcome. In this context, the hospitals are doing the right things which are according to the expectations of many. However these hospitals have to keep on evaluating their activities and processes to see if they match their expected goals and set objectives.
Question 6
“Decision making traps.”
Which trap do you see most often and why do you think that is?
Confirming Evidence Trap is the most common form of decision trap. This is because it seeks out information that supports and backs up our point of view on our decisive measure of what we want to do rather than why we want to do it. Thus promoting the preference of what we like rather than what we dislike thus makes our ideas unique and genuine.
Question 7
Five steps of human resources planning
Human resource planning involves five crucial steps which are as listed below:
- Assess your current workforce
- Consider your future human capital needs
- Set the employees up for long term success
- Conduct a gap analysis
- Be prepared for change
The most important step in my own thinking in the planning process is step number three. The management of a company should always view the company as a going concern. A great contributor to the success of a company is its employees. The firm may make an employee development plan for all employees so as to increase their skills and clear goals of each employee (Longest & Darr 2014). After knowing what the employees wish to achieve the management can them offer training and development opportuninities to help them attain their personal goals.
Question 8
Complete Case Study 10.1, Questions 1-3
- York should talk to Underwood to find out the problem as to why he processed few patients as compared to the rest.
- The control point in this case study is output
- Causes of deviations between Turner and Underwood’s performance
- Communication skills- It could be possible that Turner interacts better with his patients unlike Underwood.
- Laxity in Underwood
- Lateness in reporting at the organization.
Works Cited
Longest, B. B., & Darr, K. (2014). Managing health services organizations and systems.
