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CONTROLLING  Part 3 Nelia B. Perez RN, MSN COLLEGE OF NURSING Northeastern College Santiago City
QUALITY ??
QUA LITY  ASSURANCE Quality Culture
The Quality Assurance Program Advance Sustain Attain
QUALITY ASSURANCE A process that is applied to the health care system and the provision of health care services by health ...
Quality Assurance <ul><li>Quality assurance is a wide ranging concept covering all matters that individually or collective...
Principles Underlying Quality Assurance Efforts <ul><li>Collaboration </li></ul><ul><li>Coordination </li></ul><ul><li>Res...
Principles Underlying Quality Assurance Efforts (cont) <ul><li>Feedback </li></ul><ul><li>Peer pressure </li></ul><ul><li>...
The System of Quality Assurance <ul><li>Managerial responsibilities are clearly specified in job description </li></ul>
QUALITY ASSURANCE  AT THE  LEVEL OF AN ORGANIZATION <ul><li>Q = 9 M factors </li></ul><ul><ul><li>Man (Academic staff, Stu...
Evaluating Institution Effectiveness - Challenging Programs Institution Students Central focus  of  learning Courses Socia...
NEED  FOR A HIGH QUALITY LEARNING EXPERIENCE In the 21 st  century context Self learning Skills for moving with times Comm...
The following aspects are to be emphasized: 1.  Commitment 2.  Team work and Team building 3.  Planning the Quality Assura...
1.  Commitment Wanting to do well, to feel a sense of belonging to a group or a team of people working towards the same go...
2.  Importance of Team work  and  Team Building <ul><li>“ It’s a fact that people working as a team can achieve better res...
Use the Team Building Tool http:// www.teambuildinginc.com
Key Roles of Teams
PLAN CHECK DO ACT 3.  Planning the Quality Assurance activities: The PDCA Cycle has utmost relevance to education institut...
Mission statement goals &  aims expected  outcomes process study  programmes research projects community services output S...
5.   The Discipline of Continuous Improvement Teaching, Learning, Community Building Deploy Integrate  Approach  Learn
Quality improvement (TAKING MEASURES FOR CORRECTION AT EACH CYCLE) TEMPORAL QUALITY ASSURANCE  AT THE  LEVEL OF AN INSTITU...
6.  Be willing to adopt changes  Survival of any Institution  …… depends on  recognizing the writings on the wall ! <ul><l...
What makes an  institution Strong?   Quality and versatility  <ul><li>The  continued   relevance, quality  and attractiven...
Every institution must Plan for Change <ul><li>knowledge sharing activities. </li></ul><ul><li>Health Care demands of the ...
Quality Assurance calls for: <ul><li>Quality system deployment </li></ul><ul><li>Advanced quality planning </li></ul><ul><...
Quality enhancement is a multi-pronged transformation process  Gap analysis and awareness creation Staff  attitudinal chan...
Changing Ahead of the Curve “ Many institutions wait too long to attempt transformations, doing so only when the signs of ...
Institutional Processes  to Improve Process  Evaluation 7. March Towards Excellence through Strategic Planning: Adopt the ...
Vision into Action   is Strategic Planning   Vision Mission Culture Values Why are we in business? ? How do we do business...
Strategic Planning Process  contd … Goals Tactics Coordination Budgets How can we get there? ? How will we know we’ve arri...
The difficult bit is ALWAYS  yet to be achieved IN THE CLIMB UP  THE EXCELLENCE MOUNTAIN
8. Higher Education: Global Challenges <ul><li>Collaboration tools  </li></ul><ul><li>Provide students with personalised l...
ICT Challenges <ul><ul><li>Mobility  (students, faculty members)    wireless capabilities, always-on connectivity, inform...
Seek Solutions to Meet the Digital Challenge Learning Delivery  & Management Teacher/Student Technology Experience Managed...
Enable Connected Learning Need: A Learning Gateway  for a single, consistent framework that supports thriving communities ...
<ul><li>Accreditation by any Quality Assurance Agency must not be the beginning but an end to the internal quality enhance...
This is how an Institution  would get  entangled  if change is not adopted at an appropriate time  to MOVE FORWARD!!!  The...
  <ul><li>Right Qualification frame work </li></ul><ul><li>Right infrastructure </li></ul><ul><li>Right Faculty </li></ul>...
Let us  all  see  Learning  in  a  Whole  New  Light.
Nursing Audit Committee <ul><li>Patient Care Audit  </li></ul><ul><li>Peer Review </li></ul><ul><li>Quality Circles </li><...
Control of Resources Discipline <ul><li>strong commitment to the vision, philosophy, goals and objectives of the instituti...
Discipline (cont) <ul><li>Understanding the rules and regulations of the agency. </li></ul><ul><li>An atmosphere of mutual...
Disciplinary Approaches Problem Solving Disciplinary Action
Disciplinary Action (cont) <ul><li>Counseling and Oral Warning </li></ul><ul><li>Written Warning </li></ul><ul><li>Suspens...
Controlling3
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  • Transcript of "Controlling3"

    1. 1. CONTROLLING Part 3 Nelia B. Perez RN, MSN COLLEGE OF NURSING Northeastern College Santiago City
    2. 2. QUALITY ??
    3. 3. QUA LITY ASSURANCE Quality Culture
    4. 4. The Quality Assurance Program Advance Sustain Attain
    5. 5. QUALITY ASSURANCE A process that is applied to the health care system and the provision of health care services by health workers.
    6. 6. Quality Assurance <ul><li>Quality assurance is a wide ranging concept covering all matters that individually or collectively influence the quality of a product. </li></ul><ul><li>It is the totality of the arrangements made with the object of ensuring that pharmaceutical products are of the quality required for their intended use. </li></ul><ul><li>QA is the heart and soul of quality control </li></ul><ul><li>QA = QC + GMP </li></ul>
    7. 7. Principles Underlying Quality Assurance Efforts <ul><li>Collaboration </li></ul><ul><li>Coordination </li></ul><ul><li>Resource Expenditure </li></ul><ul><li>Focus on Critical Factors </li></ul><ul><li>Adequate documentation </li></ul><ul><li>Ability to achieve nursing objectives </li></ul>
    8. 8. Principles Underlying Quality Assurance Efforts (cont) <ul><li>Feedback </li></ul><ul><li>Peer pressure </li></ul><ul><li>Reorganization </li></ul><ul><li>Collection and analysis of data </li></ul>
    9. 9. The System of Quality Assurance <ul><li>Managerial responsibilities are clearly specified in job description </li></ul>
    10. 10. QUALITY ASSURANCE AT THE LEVEL OF AN ORGANIZATION <ul><li>Q = 9 M factors </li></ul><ul><ul><li>Man (Academic staff, Students) </li></ul></ul><ul><ul><li>Materials </li></ul></ul><ul><ul><li>Machines-Equipment </li></ul></ul><ul><ul><li>Management </li></ul></ul><ul><ul><li>Methods </li></ul></ul><ul><ul><li>Measurement </li></ul></ul><ul><ul><li>Motivation </li></ul></ul><ul><ul><li>Money </li></ul></ul><ul><ul><li>Markets </li></ul></ul>
    11. 11. Evaluating Institution Effectiveness - Challenging Programs Institution Students Central focus of learning Courses Social Experiences (Adventitious happenings) Previous Academic Experiences Intentions, Goals, Commitments Psychology of individuals Pre entry attributes I N T E G R A T I O N Empirical support Strong Weak Competencies and Life Skills acquired Societal demands Aspirations, Goals, Commitments 21 st Century global competition Departure attributes and decisions M A R K E T D E M A N D S
    12. 12. NEED FOR A HIGH QUALITY LEARNING EXPERIENCE In the 21 st century context Self learning Skills for moving with times Communication skills Significant and lasting learning Augmentation of Intelligence Quotient IQ) Emotional Quotient(EQ) Spiritual Quotient(SQ) Practical skills Foundational knowledge Student engagement Human dimensions Value education
    13. 13. The following aspects are to be emphasized: 1. Commitment 2. Team work and Team building 3. Planning the Quality Assurance activities 4. Arriving at an Institutional quality Model 5. The discipline of Continuous Improvement 6. Willingness to adopt changes 7. March towards Excellence through strategic planning 8. Meet global challenges
    14. 14. 1. Commitment Wanting to do well, to feel a sense of belonging to a group or a team of people working towards the same goals, and being determined to achieve those goals or targets should be the natural aspirations of staff in any organisation
    15. 15. 2. Importance of Team work and Team Building <ul><li>“ It’s a fact that people working as a team can achieve better results than individuals working alone.” </li></ul>
    16. 16. Use the Team Building Tool http:// www.teambuildinginc.com
    17. 17. Key Roles of Teams
    18. 18. PLAN CHECK DO ACT 3. Planning the Quality Assurance activities: The PDCA Cycle has utmost relevance to education institutions Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured Implement the change on a small scale and measure the effects Adopt the change as a permanent modification to the process, or abandon it. Study the results to learn what effect the change had, if any.
    19. 19. Mission statement goals & aims expected outcomes process study programmes research projects community services output Satisfaction scientific production services 4. Arriving at an Institutional Quality Model input management policy staff students funding facilities Realised mission Achieved goals Achieved outcomes Satisfaction stakeholders
    20. 20. 5. The Discipline of Continuous Improvement Teaching, Learning, Community Building Deploy Integrate Approach Learn
    21. 21. Quality improvement (TAKING MEASURES FOR CORRECTION AT EACH CYCLE) TEMPORAL QUALITY ASSURANCE AT THE LEVEL OF AN INSTITUTION Every next cycle must be of better quality
    22. 22. 6. Be willing to adopt changes Survival of any Institution …… depends on recognizing the writings on the wall ! <ul><li>It has to change with the times </li></ul><ul><li>It has to learn from others who are doing better </li></ul><ul><li>It has to brace up for the challenge: </li></ul><ul><li>-from competition, </li></ul><ul><li>-impact of internet, </li></ul><ul><li>-sophistication of technologies, </li></ul><ul><li>-constant response to stakeholder preferences </li></ul><ul><li>-global demands . </li></ul>
    23. 23. What makes an institution Strong? Quality and versatility <ul><li>The continued relevance, quality and attractiveness of its courses </li></ul><ul><li>The ability to renew itself without losing its base of excellence </li></ul><ul><li>Committed and capable men and women who build and sustain it, regarding it as their own </li></ul><ul><li>Do the staff belong to the institution or does the institution belong to them? </li></ul>
    24. 24. Every institution must Plan for Change <ul><li>knowledge sharing activities. </li></ul><ul><li>Health Care demands of the Generation X and stakeholder needs. </li></ul><ul><li>Make a 10 year blue print for the institution </li></ul><ul><li>Specify short-term goals for each year – review progress </li></ul><ul><li>Net working/twinning for </li></ul><ul><li>-sharing resources & manpower </li></ul><ul><li>-exchange programme tie ups with other institutions in </li></ul><ul><li>the neighbourhood (a thought on cluster institutions) </li></ul>
    25. 25. Quality Assurance calls for: <ul><li>Quality system deployment </li></ul><ul><li>Advanced quality planning </li></ul><ul><li>Comprehensive quality manuals </li></ul><ul><li>Use of quality cost </li></ul><ul><li>Involvement of non - production operation </li></ul><ul><li>Failure Mode and Effect Analysis </li></ul><ul><li>Statistical process control </li></ul>
    26. 26. Quality enhancement is a multi-pronged transformation process Gap analysis and awareness creation Staff attitudinal change Institutional resources and innovation Policy reviews Administrative commitment Improved health care Changes In the Standards Outcome: Effective nursing care management Multi-Stakeholder participation (all levels) Internalization and Institutionalization of Quality
    27. 27. Changing Ahead of the Curve “ Many institutions wait too long to attempt transformations, doing so only when the signs of trouble have become obvious. But in today’s unforgiving environment, that’s probably too late. High performers by contrast, change before they must, knowing that the best way to transform is from a position of strength.”
    28. 28. Institutional Processes to Improve Process Evaluation 7. March Towards Excellence through Strategic Planning: Adopt the Performance Excellence Model Adopt Performance Improvement, Benchmarking & Innovation Process Implementation Improvement Plan (PIIP) <ul><li>Staff Learning </li></ul><ul><li>Staff Services </li></ul><ul><li>Employee Services </li></ul><ul><li>Support Services </li></ul>Strategic Planning Shared Learnings
    29. 29. Vision into Action is Strategic Planning Vision Mission Culture Values Why are we in business? ? How do we do business? ? Where are we now? ? Where do we want to be? ? Strategies Environment Assessment Gap Analysis
    30. 30. Strategic Planning Process contd … Goals Tactics Coordination Budgets How can we get there? ? How will we know we’ve arrived? ? Stakeholder satisfaction Reports Milestones
    31. 31. The difficult bit is ALWAYS yet to be achieved IN THE CLIMB UP THE EXCELLENCE MOUNTAIN
    32. 32. 8. Higher Education: Global Challenges <ul><li>Collaboration tools </li></ul><ul><li>Provide students with personalised learning experiences </li></ul><ul><li>Help develop new learning/teaching platforms with stronger accountability and performance tracking </li></ul><ul><li>Meet students demands for new learning tools and solutions to take advantage of Internet capabilities </li></ul>Recruit, retain, results <ul><li>Integrate and access a variety of student data securely (health, academic, business, legal) </li></ul><ul><li>Utilise better solutions to manage administrative (HR, Finance) and supply chain demands </li></ul>Improve management processes Operations <ul><li>Cross institutional/business information-sharing and tracking </li></ul><ul><li>Build research communities that are geographically dispersed </li></ul>Realise value of research Drive collaboration for innovation <ul><li>Institutions seeking opportunities to build global value chains </li></ul><ul><li>Expand “for profit” opportunities to support financial needs. </li></ul><ul><li>Web based systems to process student data </li></ul><ul><li>Integrate data and applications across functions </li></ul><ul><li>Implement management tools to cut IT costs </li></ul><ul><li>Virtual classroom environment to provide e-learning environment for “anywhere” access to classes </li></ul><ul><li>Create web based instructional tools and easier access to digital resources </li></ul><ul><li>Deliver cost- effective IT infrastructure, access, multi-media learning environments </li></ul><ul><li>Use of high powered computing & custom applications in research centres </li></ul>Technology enablers Challenges Description Teaching Research
    33. 33. ICT Challenges <ul><ul><li>Mobility (students, faculty members)  wireless capabilities, always-on connectivity, information sharing </li></ul></ul><ul><ul><li>Data management  Database capabilities, hosting, reporting, sharing </li></ul></ul><ul><ul><li>e-learning/distance learning  Infrastructure for remote and/or live lectures, conferences and seminars </li></ul></ul><ul><ul><li>Community and collaboration  Collaborative infrastructure, networking (portals, extranet…), anywhere/anytime access, identity management </li></ul></ul>
    34. 34. Seek Solutions to Meet the Digital Challenge Learning Delivery & Management Teacher/Student Technology Experience Managed Operating Environment Integrated Administration Learning Potential Programmes Community IT Academy Learner Psyche Learning Gateway Learning Suite Learning Network Manager Integrated Administration
    35. 35. Enable Connected Learning Need: A Learning Gateway for a single, consistent framework that supports thriving communities of educators, policy makers, administrators, governments and students In too many cases stakeholders in higher education operate in loosely connected networks preventing true collaboration
    36. 36. <ul><li>Accreditation by any Quality Assurance Agency must not be the beginning but an end to the internal quality enhancement processes and efforts of any institution so that the spiralling effects of internalizing Quality Assurance paves way for perceivable enhancement in all constituents of the institution and leads to Excellence Otherwise…… </li></ul>
    37. 37. This is how an Institution would get entangled if change is not adopted at an appropriate time to MOVE FORWARD!!! Then it would be a point of no return !!! SO LET US ALL ACT NOW
    38. 38.   <ul><li>Right Qualification frame work </li></ul><ul><li>Right infrastructure </li></ul><ul><li>Right Faculty </li></ul><ul><li>Right Learning resources </li></ul><ul><li>Right Delivery mechanism </li></ul><ul><li>Right encouragement for research and Consultancy </li></ul><ul><li>Right programs for institution-specific staff development & </li></ul><ul><li>Right mechanisms of Internal Quality Assurance </li></ul>Therefore, Let us pledge to promote the eight “Rights” in an institution:
    39. 39. Let us all see Learning in a Whole New Light.
    40. 40. Nursing Audit Committee <ul><li>Patient Care Audit </li></ul><ul><li>Peer Review </li></ul><ul><li>Quality Circles </li></ul><ul><li>Utilization of Results </li></ul>
    41. 41. Control of Resources Discipline <ul><li>strong commitment to the vision, philosophy, goals and objectives of the institution. </li></ul><ul><li>Laws that govern the practice of all professionsals and their respective Codes of Conduct. </li></ul>
    42. 42. Discipline (cont) <ul><li>Understanding the rules and regulations of the agency. </li></ul><ul><li>An atmosphere of mutual trust and confidence. </li></ul><ul><li>Pressure from peers and organization. </li></ul>
    43. 43. Disciplinary Approaches Problem Solving Disciplinary Action
    44. 44. Disciplinary Action (cont) <ul><li>Counseling and Oral Warning </li></ul><ul><li>Written Warning </li></ul><ul><li>Suspension </li></ul><ul><li>Dismissal </li></ul>
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