This document provides an outline for a lecture on organizational performance. It begins with definitions of organizational performance and performance excellence. It describes the healthcare criteria for performance excellence framework, which includes 6 categories: leadership, strategic planning, customer focus, measurement/analysis/knowledge management, workforce focus, and operations focus. It outlines 6 steps to improve organizational performance in healthcare organizations, including integrating performance improvement into strategic objectives and using analytics to identify opportunities. Principles for process improvement include managing processes, using the right data, and engaging clinicians. Strategies to improve performance include becoming a learning organization and focusing on knowledge creation, transfer of training, and relationship between learning and training. The role of managers is to communicate goals and expectations to drive performance.

1. organizational
performance
By /MahmoudShaqria
‫شقريه‬ ‫محمد‬ ‫محمود‬

2. Out line:
.•Introduction
•Definition of organizational performance.
•Definition of performance excellence.
•Health care criteria for performance excellence frame work.
•How to improve organizational performance in health car
organization.

3. • Principles that help health care process
improvement
• Strategies for improving organizational
performance
• How organizational performance management can
help.
• Role of manager in organizational performance·

4. Educational objectives:
By the end of this lecture, participant will be able to
•Define organizational performance.
•Define performance excellence.
•Mention Health care criteria for performance excellence
frame work.
•Identify how to improve organizational performance in
health care organization.

5. •Mention Principles that help health care process
improvement.
•Describe Strategies for improving organizational
performance.
•Identify how organizational performance management can
help.
•Describe Role of manager in organizational performance.

6. Introduction:
*Performance can take place daily or at some other
regular interval and at designated performance
spaces , or in a non-conventional space, such as a
subway station, on the street, or in somebody's
home.

7.  Organizational performance,
Comprises the actual output or results of an organization as
measured against its intended outputs (or goals and objectives).
 Performance Excellence:
Delivery of ever-improving value to customers and
stakeholders, contributing to organizational sustainability
•Improvement of overall organizational effectiveness and
capabilities.

9. The performance system consists of the six categories in the center of the figure.
These categories define your processes and the results you achieve.
healthcare criteria for Performance Excellence Framework:

10.  Organizational Profile: The Organizational Profile is a
snapshot of your organization, the key influences on how it
operates, and the key challenges it faces.
Environment, Relationships, and Strategic Situation, Describe
your operating environment and your key relationships with
customers, suppliers, partners, and stakeholders.

11. 1. Leadership: personal actions guide and
sustain your organization. How your
organization fulfills its legal, ethical, and
societal responsibilities; and how it supports
its key communities.
2. Strategic Planning: how your
organization develops strategic objectives and
action plans, implements them, changes them
if circumstances require, and measures
progress.

12. 3. Customer Focus:
how your organization engages its customers for
long-term marketplace success, including how your
organization listens to the voice of the customer,
builds customer relationships, and uses customer
information to improve and to identify opportunities
for innovation.

13. 4. Measurement, Analysis, and Knowledge
Management:
how your organization selects, gathers, analyzes,
manages, and improves its data, information, and
knowledge assets; how it learns; and how it
manages information technology. The category also
asks how your organization uses review findings to
improve its performance.

14. 5. Workforce Focus:
how your organization engages manages, and
develops your workforce to utilize its full potential
in alignment with your organization‘s overall
mission, strategy, and action plans.

15. (6 Operations Focus: how your
organization designs, manages, and
improves its products and work processes
and improves operational effectiveness to
deliver customer value and achieve
organizational success and sustainability

16. 7)Results:
asks about your organization‘s Performance and
improvement in all key areas—product and Process
results, customer-focused results, workforce-
focused results ,leadership and governance results,
and financial and market results.

17. Six Steps to Improve organizational performance in healthcare,
Step 1: Integrate Performance Improvement into Your Strategic Objectives
It is important for performance improvement to be integrated within the healthcare
organization‘s strategic objectives.
Strategic objectives such as becoming an accountable health care organization,
focusing on population health management ,Integrating performance
improvement also helps avoid wasting time, effort, and money on programs that
may yield little overall benefit.

18. Step 2: Use Analytics to Unlock Data and Identify Areas of
Opportunity
An analytic system that integrates the
organization‘s data sources, and quickly and easily
unlocks data, and enables effective sharing of data
and the addition of new data sources

19. The analytic system also needs to be able to scale over
time to enable different levels of healthcare analytics. It
is used as an advantage and strength, helping the
organization to compete more effectively.

20. Step 3: Prioritize programs using a
combination of analytics and an adoption
system
A readiness assessment helps the organization determine how
ready the teams are to accept change, to estimate what, if any,
impact there is on staffing. Understanding the strategic
objectives and integrating results from a readiness assessment,
along with the analytics, help the organization prioritize which
clinical services to begin with.

21. Step 4: Define the Performance Improvement
Program’s Permanent Teams
The organization will require permanent performance
improvement teams to review and analyze data, define
evidence-based and best practices, and monitor ongoing
result. Improvement teams should be created to coincide with
an organization‘s internal structure. One way to organize
teams is described below

22. Work groups
Work groups are generally led by a physician and nurse subject matter
expert and include best practices, analytics, and technical experts. These
teams meet frequently to analyze processes and data and to look for trends
and improvements.
Their role is to develop Aim Statements, identify interventions, draft
knowledge assets (order sets, patient safety protocols, etc.,), define the
analytic system and provide ongoing feedback of the status of the care
process improvement initiatives.

23. Step 5: Use a best practice system to define
program outcomes and define interventions
That establish clear clinical improvement goals and integrate
evidence-based practices to standardize care
A more effective approach is to identify those practices that
consistently lead to the best outcomes and promote them, with
evidence-based guidelines, to improve outcomes across the
board Through avoiding,

24. Ordering waste results from providers ordering tests, care,
and supplies that do not add value. An example of such waste
might be the ordering of unnecessary chest X-rays for patients
with asthma because of a faulty order set.
Defect waste. If delivery of tests, care, and procedures is
defective, the resulting waste could lead not only to higher
costs but also to patient harm

25. Step 6: Estimate the RoIe (Return On
Investment) ‫العائد‬ ‫االستثمار‬ ‫تقدير‬
As the guidance team sets priorities for performance
improvement The team can start by identifying
organizational costs and estimating benefits using tools
such as industry benchmarks for similar projects,

26. The team should identify direct benefits and savings
(either from enhanced efficiency and productivity) or from
clinical improvement and waste reduction, the team can
identify indirect benefits, such as a reduction in future
infections or an improvement in patient satisfaction.
The team also should consider revenue opportunities such
as higher market share and patient volume, an increase in
contract compliance, or a reduction of bad debt.

27. Principles that help health care process
improvement,
According to Deming five principles that
I believe can make the biggest
difference in healthcare process
improvement.

28. 1.Quality improvement is the science of
process management.
These quality improvement concepts and techniques have
been used to transform almost every major industry in the
world with dramatic results. the healthcare, higher
education, and government dealing with the challenges
facing healthcare.

29. if you cannot measure it…You cannot improve it. The
importance of data. Meaningful quality improvement must
be data-driven. This is particularly true in healthcare.
You‘re basically dead in the water if you try to work with
healthcare providers and you don‘t have good data. I think
everybody recognizes that.

30. 2)Managing care means managing the processes of care.
It does not mean managing physicians and nurses.
3)One of the big mistakes made in with the thinking that managing care
meant telling physicians and nurses what to do. The reality is that
you need to engage clinicians in the process because they
understand the care delivery process and they are best equipped to
improve the process of care over time.

31. 4) The right data in the right format at the right
time in the right hands.
If clinicians are going to manage care, they definitely need
data. They need the right data delivered in the right format at
the right time and in the right place.
And the data has to be delivered into the right hands—the
clinicians involved in operating and improving any given
process of care.

32. 5)Engaging the “smart cogs” of
healthcare.
If quality improvement is going to work in healthcare, if we are going to
realize value, it means we have to engage clinicians. To use Deming‘s term,
clinicians are healthcare‘s so-called ―smart cogs.‖ They are the
frontline workers who
understand and own the processes of care. we‘re very fortunate in
healthcare because we have a workforce dominated by clinicians who are
extraordinarily committed, very intelligent, and highly educated.

33.  Strategies for improving organizational
performance
1.Learning Organization,
We are in ―The Knowledge Society‖ which places
emphasis on, knowledge management and a
knowledgeable workforce has increased emphasis on the
advantages of operating as a learning organization..

34. The rof loot elbaulav a si noitazinagro gninrael
sah dna, gnitatilicafdebircsed neebtnatropmi na sa
lanoitazinagro ni stnemevorpmi gnikam rof ygetarts
dna ecnamrofrepgiatniamegatnavda evititepmoc a.

35. 2)Knowledge Creation and Conversation
The interactions between tacit and explicit knowledge are called
knowledge conversion. Through the conversion process, tacit and
explicit knowledge expands in both quality and quantity. There are four
odes of knowledge conversion – socialization ,externalization,
internalization, and combination. The knowledge creation and
conversion processes.

36. 3. Transfer of training
Defined transfer of training as the effective and
continued application to trainee‘s job of the
knowledge and skills gained in training, emphasize
that training is more than learning the information
covered in a training program, the information must
be generalized to the job and maintained over a
period of time.

37. 4. Relationship between learning organization
and transfer of training
The similarities between the two are relevant
to the importance of each as a strategy for
competitive advantage, the focus on
learning and knowledge, emphasis on
performance improvements.

38. 5. Analysis of previous studies and discussion
Participation in learning, training, and other developmental
activities is an important strategy used for employee and
organizational growth.
6. Recommendations and Conclusions
The importance placed on the learning organization and transfer of
training as strategies for a competitive advantage suggests that both
should be further explored. The learning organization and transfer of
training are valuable tools for learning and managing knowledge within
organizations

39. How organizational Performance Management can help
It‘s a series of continuous events that include the following processes and benefits:
Goal setting and revising
Every employee needs a clear understanding of expectations for their work, which
ensures
individuals can feel ownership in the business through individual objectives.
Management and coaching
Improved employee performance and engagement is a result of consistent feedback
and coaching.

40. 3)Development planning:-
Employees need regular, quality feedback on their
performance and specific details on how they can improve,
•employee shave clear insight into the skills they need to
develop if they wish to progress in their career.
•Rewards and recognition :Rewards and recognition can
improve employee retention and engagement, which creates
performance of your organization and its culture.

41. •To recap, ongoing performance management should produce
Increased focus on driving business results. Since all goals are aligned, an
employee‘s day to day work supports the company‘s mission.
An empowered and engaged workforce. Companies can deepen employee
engagement by creating a culture of shared accountability for career growth and
development.
•Foundational knowledge of talent. You can ensure all employees are getting the
direction, feedback, and development they need to succeed. You can identify high
and low performers, and track and evaluate the effectiveness of employee
development activities.

42. Role of Top Managers in Performance Management
Top management plays a vital role in convincing the line, expected
a high performance culture in an organization by ensuring the
following:
By communicating an organization‘s mission and values to its customers
and employees.
By clearly defining the work expectations and communicating to everyone
for ensuring success in the achievement of business goals and facilitating an
overall performance improvement.

43. • By keeping the employees informed about their progress
towards the achievement of goals and suggesting corrective
actions for non-achievement of performance.
• By establishing a shared belief amongst the employees
regarding the importance of continuous improvement in
performance.
• Aligning individual employees' day-to-day actions
with strategic business objectives
• Providing clarifying accountability related to performance
expectations

44. •Documenting individual performance to
support compensation and career planning
decisions
• Establishing focus for skill development and learning
activity
choices
• Creating documentation for legal purposes, to support
decisions and reduce disputes

45. Some of recommended organizational performance
Practices
Providing individuals and teams with clear, constructive feedback
• Defining and communicating clear performance objectives and
standards
• Reviewing performance and delivering incentives in a fair and
consistent manner
• Providing relevant learning and development opportunities
• Recognizing and rewarding strong individual and team performance
• Linking performance to compensation
• Identifying clear career progress routes for employees

46. Thank you…