Question: How do quality-focused initiatives affect client care? Examples
The impact of the quality-focused initiatives is diverse based on the different fields and opinions of the professionals where the pros and cons of the initiatives are concerned are also diverse and mater of academic debate.
•Ease of use is one of the main strengths of the quality-focused initiatives as the system is improved drastically with this approach and the process of providing standardized protocols make management of the care provision and resource allocation infinitely easier (Goetsch & Davis, 2014).
•Training and incentive that is used in the programs to increase engagement of the different care professionals is another strength that allows for better engagement and insight into the weaknesses of the system and provides aid.
•The increase in workload, time pressure and stress are one of the main cons of the quality-focused initiatives as it clearly identified in some of the articles. Dentists with negative feelings lacking guidance and high-cost requirement of the implementation of the quality-focused initiatives in the NHS is one example of the same
•Less accountability is another weakness that affects the care system
•Loss of autonomy and power of physician is another aspect that is supported by the physicians complaining about the process inhibiting clinical freedom and devaluing clinical judgment (Goetsch & Davis, 2014)
What did 4 factors Scott and Lagendyk determine were important to forming good relationships in the workplace?
The four factors outlined in the study by Scott and Lagendyk (2012) are;
•the geographical proximity of the location
•effective communication strategies
•strong leadership and
•trust between the different participants in the system
According to the article, what 3 factors are associated with increased empowerment, confidence, and job satisfaction?
The three factors associated with empowerment are
•Magnet accreditation and
•Professional development initiatives
Critical analysis of article attached and describes how it is related to occupational therapy profession.
The article is geared towards understanding the effect of the different governance mechanisms on health care workforces in the different contexts. Leadership and organizational support is another strength that allows for focused resource allocation of a common goal and the leadership is structure is established in directing the efforts of multidisciplinary teams. However, the training needed to provide the same is a requirement that reveals the downside that results in increased stress and workload and negative impact because of unclear roles in multidisciplinary roles (Cann & Gardner, 2012). The need for training and cost for implementation of the quality-focused initiatives have similarly divided the medical community as the physician autonomy being affected and the cost constraints affecting quality are two dilemmas that have the potential to force the practitioners to leave the organization and practice independently (Goh, Chan & Kuziemsky, 2013). Therefore, the practical limitation of the implementations in the system makes it inapplicable universally and thus the decision of using specific governance to regulate healthcare workforce is based on the specific practice and the external factors.
This links to occupational therapy profession as the different health care practices catering to different client bases and different composition of the healthcare professionals in the system based on the skill and professional role determines the possibility of success through standardization. The training and development of the individuals, therefore, are intrinsic to the understanding of the role of the individuals in the system. Therefore, the importance of the decision of whether to standardize the operations by restructuring is a dilemma that is evaluated in the article, which is relevant in this regard.
Scott, C., & Lagendyk, L. (2012). Contexts and models in primary healthcare and their impact on interprofessional relationships. Ottawa: Canadian Health Services Research Foundation.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: Pearson.
Cann, T., & Gardner, A. (2012). Change for the better: An Innovative Model of Care delivering positive patient and workforce outcomes. Collegian, 19(2), 107-113.
Goh, S. C., Chan, C., & Kuziemsky, C. (2013). Teamwork, organizational learning, patient safety and job outcomes. International journal of health care quality assurance, 26(5), 420-432.
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