Sample power point presentation on managing quality

Managing Quality
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2.1 & 2.2 Standards of health and social
care firms
•In a health and social care firm, staff members are involved in providing
different types of services to their users. However, in order to maintain
quality of their services, firm has to set various standards that are defined
by human resource management. These standards play crucial role in
maintaining quality and obtaining maximum satisfaction from the
patients.

•Ethics and values
 The social workers should have knowledge of ethics and value and
practice according to the guidelines constituted by NASW codes of
Ethics (NASW, 1999).
 The main aim of NHS social workers should raise the standard of
people and to help them in meeting their basic needs.
 In order to maintain quality of service, they should keep focus on those
people who are being oppressed and are living below poverty line.

•Intervention and treatment planning
 Social workers of NHS should implement intervention and treatment
plans in order to promote user's well being and ensure a proper timing
of care.
 This includes strategies to identify needs of people in the assessment.
 These plans are identified by NHS to collaborate with their clients as
well as other members of the team in order to maintain high quality of
services.

•Client and community education
 Staff members of the firm acts as an educator for their clients, family
members and the whole community.
 Workers in the firm gains knowledge and expertise from their superiors
in order to provide the same to their clients.
 In order to maintain quality, they need to implement principles of
learning in their real life.

•Teamwork and collaboration
 Staff members of the firm should participate in care teams and should
also collaborate with the professionals in order to enhance or improve
all aspects of their clients and families.
 Here, employees understands the mission and vision of the firm for
which they have been employed. This motivates them to work
enthusiastically by providing them with good quality of services.

•Strategies used in implementing quality in
health and social care
 In order to implement good quality of services in the cited healthcare organisation, firm makes number of
strategies which encourages the organization to provide high levelled services.
 Leadership
 Effective leadership style should be used by the firm so that, it create high level of influence over employees or
staff members.
 Human resource management should recruit those people only who have sufficient knowledge of managerial
abilities and can also perform the role of leader because an effective leader can also be an effective manager.
 In order to achieve the best results, powerful leadership and support for quality is required from national and
community leaders.

•Information
 Information is the key approach as quality improvement is highly dependent on the capability to
measure change in processes as well as outcomes.
 In order to be effective, information system for improving quality should be consistently applied
in the whole firm.
 Information system should be widely spread so that, stakeholders can also access the same
information.
 The system which supports quality improvement are very complex and resource intensive in
nature.

•Patient and population engagement
 It is the most critical domain of healthcare firms to improve quality
because individuals and communities plays different roles within the
healthcare systems.
 The main aim of the cited healthcare firm is to ensure that engaged with
patients at the heart of policies and strategies for quality improvement.
 Strategies in this context states that, targets of the firm such as
improvement in health literacy, self-care and patients experience with
health care systems.

•Organisational capacity
 In this domain, issues on quality are applied throughout the health system.
 At various level, healthcare firms should have the capability to lead the development of policy, to
drive implementation and to keep performance under review.
 Whether the healthcare firm is public, private or voluntary, the capacity issues regarding quality of
services remains the same.
 In different communities, there should always exist capacity to identify needs and preferences and
to articulate them in the health and social care.

2.3 Barriers influencing quality
improvement in healthcare
 Inefficient time management
 Time required by social workers of NHS in treating patients is too long and this influences the
quality.
 Quick responses to people enhance the quality of services but that is only possible when, the firm
adopts necessary steps in terms of technology or training programs.
 Inadequate resource resists the workers to perform faster and this in turn leads to frustration in
employees for more waiting.

•Communication
 Understanding patients' problem is the most influencing barrier which degrades
the quality of performance.
 Convincing people about their problems is another problem because it is very
difficult for them to follow instructions of carers in an appropriate manner.
 Providing learning without effective communication is always difficult for the
firm to enhance situation of their people. This hinders quality of performance
in spite of highly professional social workers.

•Management
 Ineffective management leads to failure of operations in NHS healthcare.
 Lack of capabilities and knowledge in management reduces opportunities as well.
 Unsound strategies and policies created by central authority results in poor performance
of services due to inadequate execution of resources.
 Due to unskilled operations, people find it difficult to survive there and are less likely to
visit next time. Not only that but, they also refer other to not to take from such kind of
firms where management system is weak.

•Leadership
 Leadership approach used in the firm are backward, where leaders are capable enough to create
an impact over others.
 Unskilled leaders always find it difficult to convince their followers to follow their instructions
and in this way they get de-motivated.
 Inadequate leadership approach is not useful at the time of making decision regarding future
course of actions.
 Weak leadership often creates confusion among people and this gives birth to misunderstanding
between each other.
 Leaders who fails to influence people of healthcare creates disappointment for his followers and
many a time, it happens that firm has to face employees turnover.
 Patients getting treatment through unskilled leaders also faces difficulties in recovering
themselves.

•References
Flick, U., 2008. Managing quality in qualitative research. Sage.
Turner, J. R., 2014. The handbook of project-based management. McGraw-hill.
Ellis, R. A. and et. al., 2007. Managing quality improvement of eLearning in a large, campus-based university.
Quality Assurance in Education. 15(1). pp.9-23.
Enderwick, P., 2009. Managing “quality failure” in China: lessons from the dairy industry case. International
Journal of Emerging Markets. 4(3). pp.220-234.
Kulkarni, M. S. and Babu, A. S., 2005. Managing quality in continuous casting process using product quality model
and simulated annealing. Journal of Materials Processing Technology. 166(2). pp.294-306.
Yeung, A. C., Cheng, T. C. and Lai, K. H., 2005. An empirical model for managing quality in the electronics
industry. Production and Operations Management. 14(2). pp.189-204.
Olavarria, M and et. al., 2005. Standards of Organizational Cultural Competence for Community Health and Social
Service Organizations. [pdf]. Available through:
<http://sciencessociales.uottawa.ca/crecs/pdf/standards_organizational_cultural_competence_19-12-2005.pdf>.
[Accessed on 21st May 2015].

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Sample power point presentation on managing quality

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