Healthcare Organizational Culture

Healthcare Organizational Culture

I have been working with the Joint Commission and the National Committee for Quality assurance (NCQA) which has given me have significant grasp of organizational functionality. The commission is mainly charged with providing ambulatory and accreditation programs for behavioral healthcare, acute care services, and hospital-based surgeries (Themes, 2016). In addition, the commission also provides several regulatory standards to different operational hospitals and health facilities.

The organizational readiness for quality improvement

Firstly, the members of the NCQA organization show more remarkable persistence and effort in their daily execution of activities. The maximum effort and persistence ensure that each individual within the organization provides the best version of him or herself to improve the quality of the services presented by the organization (Crittendon et al., 2020). Additionally, the member of the NCQA organization exhibits more corporate behaviors and collaborative execution of specific roles. The collaborative execution of different roles ensures that the maximum organizational potential is achieved, and the aftermath is improvement in the organizational quality.

The second perspective of the NCQA organizations' preparedness and readiness for quality improvement is supporting any innovative practice towards change. A learning organization is a growing organization. Therefore, showing credit and appreciation of innovativeness towards better strategies that can improve organizational effectiveness is one of the NCQA's readiness for quality improvement (Crittendon et al., 2020). The appreciation results in more implementation and increased organizational effectiveness and quality improvement.

The organizational Culture presence for Quality Improvement

According to the organization's mandate, the organization's culture must be present during quality improvement. The occasional audits depict the organizational culture instigating the presence of quality improvement within the organization. The occasional audits ensure that each organizational resource is used to improve the organizational quality. Additionally, quality control personnel have been employed within the organization to ensure that the provided services are within the needed quality and to prevent any instance of the exploitation of the consumers (Hughes, 2018). Further, there are regulatory and quality standards within the different organizational levels. The quality standards within the different departments, the presence of the quality control personnel, and the occasional auditing are all an elaboration of the culture for quality improvement.

Another perspective of the presence of organizational culture for quality improvement is a positive work culture that improves individual productivity, engagement, and employee experience. One of the principles of business is effective work culture. Effective work culture promotes freedom among the employees at the different levels within the organization. Freedom and a harmonical working environment promote the quality execution of duties among the different members of the organization. On the other hand, a hostile and unfavorable working environment affects productivity and turnover rates, instilling a disconnected mentality among the different employees (Hughes, 2018). The disconnectedness will therefore lead to poor organizational quality. The harmonical working environment in NCQA is, therefore, the organizational culture of quality improvement.

The leadership strategies that cat promote quality Improvement, patient experience, and healthcare quality

The resonant leadership present within the organization promotes quality improvement. Resonant leadership style is the leadership style that focuses on enabling the leaders to design and nurture their working environment. The nurturing of the working environment can be based on fostering the employees to be at their best while motivating them. The motivation is an insinuation of being valued. As a result, the employees feel appreciated and valued, resulting in increased organizational productivity (Sfantou et al., 2017). The resonant leadership style, therefore, promotes quality improvement among the different employees.

From the patient experience perspective, the NCQA organization presents resonant leadership as the standard leadership style to be applied in the different hospitals. The reason for considering the hospital leadership style is due to the unification mechanism of the leadership style beyond a common goal. Due to the unification beyond the common good, the leadership style improves the patient's well-being as it insinuates that the patient's issues are shared within the healthcare fraternity, and the aftermath is the improvement of the patient's well-being and experience (Sfantou et al., 2017). Therefore, the resonant leadership style improves healthcare quality due to the consideration of supreme patient welfare. 

References

Crittendon, D. R., Cunningham, A., Payton, C., Mills, G., Kelly, S., LaNoue, M., & Arenson, C. (2020). Organizational Readiness to Change: Quality Improvement in Family Medicine Residency. PRiMER, 4. https://doi.org/10.22454/primer.2020.441200

Hughes, R. G. (2018). Tools and Strategies for Quality Improvement and Patient Safety. Nih.gov; Agency for Healthcare Research and Quality (US). https://www.ncbi.nlm.nih.gov/books/NBK2682/

Sfantou, D., Laliotis, A., Patelarou, A., Sifaki- Pistolla, D., Matalliotakis, M., & Patelarou, E. (2017). Importance of leadership style towards the quality of care measures in healthcare settings: A systematic review. Healthcare, 5(4), 73. NCBI. https://doi.org/10.3390/healthcare5040073

Themes, U. F. O. (2016, August 7). Healthcare Organizations. Nurse Key. https://nursekey.com/healthcare-organizations/#:~:text=Examples%20of%20these%20organizations%20are