Chapter 12 - Controlling and Improving Performance

CHAPTER 12-controlling and Improving Performance Control monitor performance take corrective action if performance doesn't meet expected Standards. 3 step contiol method 1) set performance Standards 2) measure actual performance compare to Standards 3) Improve performance if rot meeting Standards structure measures Measures of resources, staff equipment competencies. inauts facilities, and Maracteristic of the organization, how the orgaslastion it Set up process measures Mratums of the work that is use, itis dine, and the activities performed outcome me Mratums of results and officis. Structure measunen There measures include available resources, staff equipment, competencies, inpurs, facilities, and characteristics of the HCO They reflect how the organization is for was) set up. The rehabilitation faciliry is accredited; the community health center included three health coaches, one nutritionist, and one behavioral health counselor, the medical group has an dectronic health records synemi and the public health department had two health inspectors. Process measures: These measures indude whar work is done, how it is done, and which activities are involved. They reflect the HCO in action after someone preses the "on" button. The outpatient surgery center verifies insurance information for its patients, the hospital made 17 medication errors, and teichealth remotely monitors blood pressure reulings of rural patients Outcome measures. These measures include what happera (or happened result of the structures and pascesses. They reflect the results and effects The physician group achieved 5 percent growth in pediatric market share. 90 percent of cardiac rehabilitation patients are able to work, and 12 percent of the hospital's patients were readmitted within 30 days. Parmers HealthCare cxamined several outcome measures in the opening Here's What Happened. *Quality problems are often caused by system rather than a person KPI metric linked to a target or standard of performance •Dalanced Scorecards Report / performance measures typically for Finances, C5, internal business processes, and growin karning Cause Effect Diagram -main categories: tool thai visually identifies which foccors might affect performance 1) environment alequipment 3) procedures 4) People process map dentifies in sequence the flow of tests, actmies, and steps required to compiere a proces •Root cause analysis Structural problem-solving rechnique to Find fix the vihmate cause of a probiem rater than the visible sympiams of the problem Six Sigma Performance improvement program that aims to reduce vanation and defects in wors processes and outputs to meet customers' quality requirements 1) Derine 2) measure 3) Analyze 4) Improve 5) Control leon production Design of work processes to reduce waste, increase efficiency speed, and therefore produce more value for customers Removes: wait isme transit time Idle time transinon time - overproduction -Defects - Inventory - Unnecessary motion kake Stream mapping visual diogram ram of all Steps in the process used to transform inpurs into outputs when creating a product or service for customers. HRO Characteristics: 1) Preoccupation w/ Failure 2) Reluctance to Simplify 5) Sensitivity to Operations 4) Deference to Expertise 5) Commitment to Resilience CHAPTER IS-Professionalism and Communication character Professionalism Ability to align personal organizorsonal conduct w/ ethical and prof. standards 2) conduct 5) Qualing Professional Relationship Needs: 1) common curtesy 2) Dependability 3) Helping people Emotional Intelligence Ability to recognize ronderstand cronons of omers, then use this to manage your behaviort retionSimps 1) Self-awareness 2) self-management 3) social aureness 4) kclarionship management Cultural comperance Ability to inversor w/ people of different cultures Cocansmitting a message to ones to descup shared anserstanding 3) one on one managers control intentional comminitation bur not uninicm10301 4) om on group 5) Group group Explanation 15.1 Doctions of Communication it Direction Esample HCO Dowewand Communkattutto s ane at a lower level li ane's own vertical chale of command or hierarchy Anarsing supervisor teils a subordinate sirse abact the work schedule Upward Communication to ante ane at a higher livelin ane's own vertical chale of sammant interachy huken equipment Ahocsekeeper tails her supervisera one at the same level and sutside of one's own verti cal chain of command or hierarchy The marketing diretor explains advertis ing costs be the france diredan Diagonal ane at a higher or lower level of an organisties and outs of vertical chale of command Acompañer tech explains a new online security procedure to the warehouse supervis Elements of Communication. 1) Idea * Feedback from reciever to sender ensures shared understanding 2) Sender 5) message 4) Chonnel 5) Reciever 6) Barriers Vides cantik sath Moersonal docum documents EAKINT 15.4 Informatic Richness of Some Comunication Channel Deerssanding Order Good to Great & the Social Sectors Flywheel in Social Sectors Attract Believers -time -money