QA

QUALITY ASSURANCE
Defining “quality” has proved to be one of the more frustrating efforts of modern management. Joint Commission on Accreditation of Healthcare Organizations (JCAHO) has attempted to provide new terminology to nail down a program that both promotes and measures quality in health care institutions.

•  consists of that “part of quality management focused on providing confidence that quality requirements will be fulfilled.” The confidence provided by quality assurance is twofold—internally to management and externally to customers, government agencies, regulators, certifiers, and third parties.

Quality Control 
Relies heavily on quantitative statistical methods that focus on the final product, as defined by standards set by the producer. 
Quality Assurance 
It is the planned or systematic actions necessary to provide enough confidence that a product or service will satisfy the given requirements for quality. It was developed out of the limitations of the QC approach and defined quality in health care institutions by the success of the total organization in achieving the goals of patient care.
Total Quality Management
In a TQM effort, all members of an organization participate in improving processes, products, services, and the culture in which they work. 
Continuous Quality Improvement
 It is a process of creating an environment in which management and workers strive to create constantly improving quality.

Quality Assessment and Improvement/Continuous Performance Improvement
It incorporates the concepts of quality assurance and TQM/CQI, especially the idea that quality is a continuous process of improving the system, not just an end point measurement, and that it requires the direct support and active participation  of the leadership of the organization. Quality assessment and improvement focuses on the success of the organization in designing and meeting set goals and objectives hence the term:
“continuous performance improvement”.

WORK GROUPS

The common features of groups:

•  A leader
• Followers
• Purpose or mission, profit or social
• Shared opinions on how things should be done
• Performance and commitment expectations
• Sanctions for those who do not meet expectations

Work group 

1. Shares the characteristics of all groups. 
2.  Collection of individual persons gathered together to perform specific functions for the benefit of the whole organization.

Management of Groups 

 Group building and teamwork – A manager can intervene in three areas to build a strong work group: the leadership style of the supervisor, the bureaucratic structure of the work group and the organization, and the level of success achieved by the manager in building a team.

• Leadership strategies – Leaders have two responsibilities: production (task) and people. A good manager gives proper respect to both. People and tasks are essential and complementary to each other, not in conflict. 
   
• Structural techniques – the nature of the organization gives character to the types of work groups that evolve.

Major Theories of Motivation

To put it simply, these are different theories that helps individuals to be motivated, to reach their goal and for them to use their skills fully. the basic principle for most theories is they must first need to satisfy their basic needs before going to the next step or level.


There are two broad types of Theories of Motivation:
1. Content theories – examine the internal forces that drive the individual to specific actions
 2. Process models – attempt to explain the person’s reaction to external stimuli


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• Maslow’s Hierarchy of Needs - The primary needs take priority and must be satisfied before the secondary needs can be pursued.
• consists of 5 levels: Physiological, Safety, Love/belonging, Esteem and Self-actualization

• Alderfer’s ERG Needs Theory- - Similar to Maslow’s Hierarchy of Needs, simplified version of Maslow's
•  Condensed the number of categories to three: 

1. Existence needs
2. Relatedness needs
3. Growth needs 

•  Frustration-regression process

• • Herzberg’s Two-Factor Theory-  (otherwise known as dual-factor theory or motivation-hygiene theory) was developed by psychologist Frederick Herzberg in the 1950s.
• Two groups of factors:
•  1. Hygiene factors – factors that leads to satisfaction and motivates people.
•  2. Motivation factors – seem to stimulate employees to strive for superior performance.

• McClelland’s Achievement Motivation-The strength of a specific motive is directly linked to the opportunities offered by the situation.

• Vroom’s Expectancy Theory -behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and to minimize pain. Vroom realized that an employee's performance is based on individual factors such as personality, skills, knowledge, experience and abilities. He stated that effort, performance and motivation are linked in a person's motivation.
•  Expectancy – the belief that effort brings performance and performance leads to rewards
•   Outcome – perceived expectancy that the outcome from the effort will actually be realized. 
• Instrumentality – degree of faith in the belief that current efforts may make possible achieving even larger or more long-term rewards. 
•  Valence – value placed on the available rewards. The more highly valued the prize, the more motivated the individual; the less desirable, the less motivation

• Adam’s Equity Theory – key concepts are comparison and perception. Comparison can be inside the organizations, as in the salaries of coworkers, or external, as in the wage rates of other laboratories. The worker, according to this theory, has several options to correct perceived inequity: 

1. Alter their efforts or inputs by either increasing or reducing production 

2. Alter the outcomes or rewards by seeking more pay or benefits 

3. Cognitively distort the relevance of the inputs and outputs, that is, rationalize or rethink the importance of the differences. 

4. Leave the company or look for another field of employment 

5. Influence others to change their efforts. 

6. Change the target of comparison.

• Skinner’s Reinforcement Theory - We repeat performances for which we are positively rewarded, or we avoid actions that bring about undesirable consequences. Focuses on the environment, rather than on needs, motives, and personality.

Hierarchy of Plans

• Purpose/Mission

states the purpose or mission, directs the organization to its opportunities

• Objectives

End forward, planning, organizing and staffing

• Strategies

determine general progress of action implying commitment of emphasis

• Policies

guide or channel, thinking action in decision making

• Procedures

plans that establish method of handling future plan activities

• Rules

regulations among chosen alternative

• Programs

complex of goals, procedures, tasks, steps to be taken

• Budget

statement of expected results, expressed in numerical terms. "NUMBERIZED PROGRAM"

PODC

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The functions of Management consists of four principles, and are arranged in a P-O-D-C framework, this helps managers in solving day to day tasks and problems, so you are not caught up in anlyzing too hard in categorizing skills because you have a clear understanding and rationale of the framework.

 Planning

• attempt to anticipate the future and shape it to their own ends. Foundation of Management

Organizing

• process of structuring activities, materials and personnel for accomplishing pre-determined objective. Knowing the tasks, understanding what knowledge and expertise the employees must possess.
  

Directing

• process of supervising, leading, influencing people's motivation by group dynamics, leadership and discipline.
• process of seeing day-day tasks are done
  

Controlling

• process of seeing/checking up on priorities established.
• standard for performance of people and processes are set, communicated and applied.

Management

What is Management?

• It is a process of working with or through others to effectively achieve goals of the organization by efficiently using limited resources. It helps and directs various efforts towards a definite purpose.
• It is the same, even if we correlate it with a specific location. The same principle is applied, even in laboratories.
• It is a purposive activity

"Management as Arts/Science"

>Art- results in accomplishment by using human resources, requires SKILLS and careful study of application

>Science- because it is a systematic body of knowledge

FUSING THEM TOGETHER: Arts&Science

-unified coordinated rule of all essential factors that makes up an organization.