NR 531 Week 7 Graded Discussion 2: : Quality Management
Quality Management
NR 531 Week 7
NR 531
NR531
After reviewing Deming’s 14 total
... [Show More] quality-management-principles (Marquis & Huston,2017, Display 23.6), share your top three principles as the nurse administrator for SLMC. Explain your rationale.
Answer
The mission of Saint Louis Medical Center (SLMC) is dedicated to providing access to quality healthcare in a supportive and caring environment with an unyielding devotion to excellence, safety, and an unequaled passion and commitment to ensure outstanding healthcare that optimizes the quality of life for those we serve. As the nurse administrator of SLMC, and after reviewing Deming’s total quality-management principles, the three that I would focus on at SLMC are development of leadership in the organization, driving out fear by encouraging employees to be active participants in the process, and adopting a philosophy of continual improvement. Leadership development is the first step in building a solid foundation to support an environment and the staff to drive the quality, safety, and performance throughout the organization. Good leaders are critical to act as role models and be the driving force behind empowering staff to take ownership of their work, processes, and environment, which then drives quality from the point of care. Lastly, like healthcare that is everchanging, organizations must adapt as well, which requires adopting a philosophy that supports change and the need for continual improvement. According to Ehiobuche (2013), total quality management is an essential component for a healthcare organization to be competitive and sustainable in addressing the demands of affordable and accessible healthcare. These three principles support the mission at SLMC and are critical for the other principles to fall in place to achieve the level of quality desired in the organization and continuous quality improvement (CQI). I also feel these principles support a high reliability organization (HRO) which is having persistent mindfulness and culture of safety that promotes open reporting and allocates resources for quick action and resolution when an issue is identified.
Ehiobuche, C. (2013). Total quality management and creative thinking in the health care industry. CLEAR International Journal of Research in Commerce & Management, 4(3), 32-36. Retrieved from http://ijrcm.org.in/
Lakesha and Autumn,
I agree with you both that it is crucial for active participation by employees to deliver quality care, achieve quality outcomes, and have associate and patient satisfaction. This culture is the foundation of honoring and carrying out the mission of any organization, including SLMC. Lakesha, I also agree with you that transformational leaders have the responsibility to empower, engage and recognize their staff to create, support and maintain this culture. As a leader, though, what are the most powerful strategies in being successful in your role? From my experience,
year after year, one of the top opportunities identified on our associate engagement and satisfaction survey is around front line staff not feeling engaged or involved in decisions about their work. We have a shared governance model in place and offer countless opportunities for employees to be involved on committees and projects, but I feel like it is a constant struggle to get associates to commit to be an active and engaged participant in their work. It is the same handful of associates that are volunteering and making the decisions. As a leader, I don’t feel successful or know how to motivate and empower everyone or most employees. I think most of this comes from the acuity of the patients the employees are caring for and they just don’t have anything more to give after taking their personal lives into consideration on top of work.
According to Wang, Kunaviktikul, and Wichaikhum (2013), there is a direct correlation between work empowerment and nurse burnout. We are constantly asking them to work extra due to a high census and the burnout rate is high. What are your thoughts? Does anyone have a success story and a strategy that has worked?
Wang, X., Kunaviktikul, W., & Wichaikhum, O. (2013). Work empowerment and burnout among registered nurses in two tertiary general hospitals. Journal of Clinical Nursing, 22, 2896-2903.
Retrieved from http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)1365-2702 Chealyn
Dr. Hudson,
Of the three principles I chose, development of leadership in the organization, driving out fear by encouraging employees to be active participants in the process, and adopting a philosophy of continual improvement, I think that the development of leadership in the organization would be most important to me and my agenda as the nurse executive. I think having a solid foundation in an organization starts with a strong leadership team. In a Magnet organization, leaders are the ones that empower and motivate staff to take responsibility and ownership of their work and profession. Without leaders to drive that culture, you will not have active participants or a philosophy of continual improvement. So, I think it starts with leadership, then the other principles are capable of being implemented and outcomes will follow.
Chealyn [Show Less]