Continuous Quality improvement and patient satisfaction

Continuous Quality improvement and patient satisfaction
Continuous Quality improvement and patient satisfaction

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Continuous Quality improvement and patient satisfaction

Constant Quality improvement and patient contentment focuses on activities conducted within the healthcare institution to ensure that health care is patient-centered and good health is acknowledged as an integral part of the medical evaluation. Nursing leadership and management must put into consideration the quality and satisfaction of their patients and the health care as a whole.

Continuous Quality Improvement and Patient satisfaction are established as an efficient partnership between the medical practitioner, their patients and family. They ensure that patients are granted the standardized medical attention, their needs and want are respected and that they acquire the best support and direction in making a decision and practicing medical care.  Every nurse leader and manager must consider directing their effort towards establishing quality care and patient satisfaction (McFadden, et al., 2014).

Nursing leaders and managers have different responsibilities and roles when it comes to ensuring continuous quality improvement and patient satisfaction. Subsequently, when focusing on continuous quality improvement this paper will concentrate on factors that ensure health care services are offered at a quality standard and the health environment is well established and cared for effectively. On the other hand, patient satisfaction is based on how patient receive quality service and care. It is structured to ensure that staff care and patient care are well established and maintained in any healthcare institution.

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In light of this continuous quality improvement and patient satisfaction, the essay will offer a comparison between nursing leaders and managers through supportive theories, rationale, principles, skills and roles.

Comparison between Health Manager and Nursing Leader

Dissimilarity

Nursing leaders and nursing managers have different roles, responsibility, and skills when it comes to ensuring continuous quality improvement and patient safety. Their distinction can be defined through how each corresponds to their department in ensuring quality health and patient care. While nursing leaders acquire their roles through their ability to lead, influence and motivate others to perform better, managers are appointed into their positions officially and hence play the role of overseeing activities and processes within the facility (Meehan, 2012).

In regard of Continuous Quality improvement and patient satisfaction, nursing leaders are likely to approach the matter of constant eminence development as well as patient satisfaction in distinct ways. One of the basic dissimilarities between nursing leaders and managers can be attributed to their roles. Nursing managers are responsible for direct patient care. They ensure that all the patients in a medical institution attain the medical attention and care they deserve by ensuring that all protocols are observed and that required resources are availed.

On the contrary, leaders play a motivational and individual development role, with an objective of encouraging others to perform their duties effectively. They keep vigilance on the issues and concerns of their patients to ensure that their safety and care is given priority. Through nursing leaders, staff can see quality improvement and patient satisfaction as a moral issue that will guarantee the happiness of patients and thus work towards achieving this objective. This is as opposed to managers who expect quality improvement and satisfaction through following set rules and expectations (Thompson, 2006). 

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Nursing leaders play the role of streamlining the institution’s workforce as well as ensuring that the resources allocated are effectively used to achieve the organization’s objectives. This means that to ensure continuous quality improvement, nursing leaders would work towards ensuring that available resources are optimized to bring out maximum impact and enhance patient satisfaction (McFadden, et al, 2014).

Managers on the other hand would promote continuous quality improvement and satisfaction by promoting resource allocation and providing an appropriate working environment. They are in charge of medical staff and patient welfare at large in ensuring continuous quality improvement and patient satisfaction. Moreover, it is the duty of the manager to offer the nursing leader a viable platform through which they can conduct quality service to their patients. Thus, the manager plays an overall duty in ensuring health quality and patient care compared to a nursing leader whose primary focus is to their patient health and concern (Fleishman, 2002). 

Manager skills ensure continuous quality improvement and patient safety through striking a balance coordinating resources, financial matters, and personnel in healthcare. Furthermore, the managers are responsible for ensuring goals and objective such as ensuring quality patient care are achieved. On the other hand, the nursing leader exhibits different responsibilities and skills in establishing continuous quality improvement and patient safety.

Nursing leaders must establish good communication and interpersonal relationships and expertise with their patient, staff, and other clients of the medical facilities. They are also responsible for empowering, motivating, inspiring and encouraging other towards achieving and establishing quality service and care.

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On the contrast, it can be established that managers envision the future for medical operation and create a path towards productivity and efficiency. The manager is in charge of growth and opportunities in healthcare to ensure new medical staffing are accounted and quality service in rendered throughout the season. However, nursing leaders are different as they do not have the power figure but can envisage socio-adaptive component that helps ensure a good relationship between the patients and the clinical staff. The nursing leader is task oriented and conducted their duty with the aim of offering their patients and clients a favorable environment.

Similarity

Despite their numerous dissimilarities, nursing leaders and managers share some equal responsibility and characteristics to establish continuous quality improvement and patient satisfaction. Both of them are responsible for ensuring job satisfaction for their clients. Managers can act as motivators and risk takers same applies to nursing leaders who take risk and chances to provide quality improvement and patient satisfactory (Thompson, 2006).

Additionally, managers, just like nursing leaders, are enforcing work unity and envision goals. They all strive towards cohesion at the health institution and encourage mutual tolerance in health care to boost quality and satisfactory service. Their duty is to maintain a conducive working environment comply with the various demand and obligation in ensuring continuous quality improvement and patient satisfactory is retained in the health care.

Both managers and nursing leaders are a representative of each group or unit they lead and hence act as role models. They are therefore expected to possess qualities that do not contradict their position and value. They should maintain a high standard of professionalism that is acceptable within their jurisdiction and adhere to different roles, responsibility, and accountability.

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Personal and Professional Philosophy of Nursing

The most appropriate personal and professional philosophy than can be considered in this case is accountability. Nursing is a calling and is held to high professional standards and obligations hence the need to show a high level of accountability (Meehan, 2012). Nevertheless, when dealing with a patient, nurses, and medical practitioners take their lives in their own hands, making them responsible for any outcome and consequences that their patients might face.

Hence, it is recommended for a nurse to exhibit a high standard of accountability. They should not be limited from performing their duties with utmost care and accountability based on self-esteem, belief or negativity.

Accountability is suitable for personal leadership skills as it helps to build self-responsibility, improve tolerance and acceptance. It also fosters competence, determination and goal orientation within an individual. Being accountable is also being responsible for others. This means one is able to take the risk for the sake of saving and helping others.

It is also suitable for personal leadership skills as it improves personal relationships, communication skills and fosters social engagement with other people. Accountability can therefore be perceived as effective in promoting personal and public relationships with other people in the healthcare institution.

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References

Fleishman, R. (2002). The RAF method for regulation, assessment, follow-up and continuous improvement of quality of care: Conceptual framework. International Journal of Health Care Quality Assurance, 15(6), 303-310. Retrieved from http://search.proquest.com/docview/229598851?accountid=45049

McFadden, K. L., Lee, J. Y., Gowen, Charles R., I.,II, & Sharp, B. M. (2014). Linking quality improvement practices to knowledge management capabilities. The Quality Management Journal, 21(1), 42-58. Retrieved from http://search.proquest.com/docview/1503666127?accountid=45049

Meehan, T. C. (2012). The Careful Nursing philosophy and professional practice model. Journal Of Clinical Nursing, 21(19/20), 2905-2916. doi:10.1111/j.1365-2702.2012.04214.x

Thompson, J. M. (2006). Nurse managers’ participation in management training and nursing staffs’ job satisfaction and retention (Order No. 3230066). Available from ABI/INFORM Complete. (304937671). Retrieved from http://search.proquest.com/docview/304937671?accountid=45049

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