Applying Quality Management in Healthcare A Systems Approach

ISBN-10: 1567933769

ISBN-13: 9781567933765

Edition: 3rd 2011

Authors: Diane L. Kelly
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Description: Quality management is a complex process, especially in healthcare. Managers in today's environment need more than just an understanding of the historical concepts of quality. They need to understand how to achieve quality within the structure and relationships of the complex system of a healthcare organization. In this new third edition, Kelly has enhanced the content to promote an understanding of systems thinking in health services organizations. While still providing readers with the foundational concepts of quality management, she instructs readers on the system implications of understanding stakeholders and the role of policy, establishing goals in complex systems, improving and managing process change, performance measurement, and teamwork. Readers learn how to think critically using new frameworks, approaches, and tools and are given real-life examples and case studies to practice these skills. This edition features new and enhanced material, including: # Alternative assumptions to traditional quality management tools and techniques # An expanded Practice Lab with which readers can exercise newly learned quality techniques # A guide to using the CMS and Joint Commission quality indictors to improve systems of care # A glossary of terms # Additional case studies and exercises designed to individualize applications in the student's own practice setting

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Book details

List price: $92.00
Edition: 3rd
Copyright year: 2011
Publisher: Health Administration Press
Publication date: 7/1/2011
Binding: Hardcover
Size: 7.25" wide x 10.25" long x 1.00" tall
Weight: 1.958
Language: English

Foreword
Preface
Acknowledgments
Quality Management: A Systems Approach
Fundamentals of Quality Management
Why Focus on Management?
What Is Quality?
Creating a Shared Definition of "Quality"
Three Principles of Total Quality
Quality Continuum for Managers
Summary
A Systems Perspective of Quality Management: Characteristics of Complex Systems
Systems Thinking
Dynamic Complexity
Summary
Understanding System Behavior: Systemic Structure
A Systems Metaphor for Organizations
Lessons for Healthcare Managers
Going Below the Waterline
Summary
Visualizing System Relationships: Models for Health Services Managers
Three Core Process Model48
The Baldrige Performance Excellence Program in Health Care Criteria
Systems Model of Organizational Accidents
Socioecological Framework
Summary
Achieving Quality Results in Complex Systems
Establishing System Direction
Purpose
The Purpose Principle
Vision
Context
Summary
Establishing Improvement Goals in Complex Systems
Relationship Between Goals and Results
Setting Improvement Goals in Complex Systems
Types of Goal Statements
Critiquing Goal Statements
SMART Goals and Complex Systems
Corollaries to Purpose and Goals
Summary
Understanding Customer and Stakeholder Requirements
Patient Requirements
Implications for Managers
Summary
Understanding the Role of Policy in Promoting System Change
Health Policy: An Overview
Public Policy Promoting Systems Change
Private Policy Promoting Systems Change
Lessons for Managers
Summary
Improving Processes and Implementing Improvements
Systematic Critical Thinking in Designing Improvements
Process Improvement Tools
Root Cause Analysis
Prospective Analysis
Implementing Improvements
Summary
Measuring Process and System Performance
Preserve the Context
Bundle and Unbundle Data According to the User's Purpose
Differentiate Types of Measures and Their Uses
Select a Balanced Set of Measures
Analyze Process and System Performance
Performance Management Measures and the Quality Continuum
Summary
Postering Teamwork: Below-the-Waterline Considerations
Team Design
Mental Models Affecting Team Design
Mental Models About Talents and Differences
Mental Models About Improvement or Project Teams
Tools for Effective Teams
Summary
Practice Lab
Reflective Journal
The Manager's Role
Dynamic Complexity
Mental Models
System Relationships
Systems Error Case Study and Analysis
Customer Requirements
Improvement Case Study
Team Guidelines
Generational Differences
Organizational Self-Assessment
Improving a Performance Gap in My Organization
Improving a Performance Gap: A Case Study
Glossary of Terms
References
Index
About the Author
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