Quality Outcome at the Advocate Good Samaritan Hospital

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Table of Contents

The core values of the organization
Measurement of performance
Medical errors
Patient safety concerns
Continued education for staff
Continued quality improvement program
Conflict resolution
Organizational culture
References

Good Samaritan Hospital is a hospital that is recognized globally. This is as a result of the quality service it renders to its patients. As a result, it has scooped so many awards including the prestigious Baldrige Award.

Many aspects are used in measuring quality outcomes in the hospital. To begin with, it measures the mortality of the risks that have been adjusted. It also measures complications that are involved in its operations and also the safety and well-being of its patients. Additionally, it measures the procedures that are core to the hospital’s functioning.

The core values of the organization

The hospital’s values are normally set by its parent company, AHC. Its value is normally to treat and then heal its patients. The hospital also believes that a distinction in service offered arises due to its relationship quality. This belief has made the hospital emerge as a major stakeholder in the health care industry worldwide.

Measurement of performance

Performance is measured based on the success of the hospital in relation to its objectives that are normally strategic. The hospital also chooses the plans to be acted upon and adheres to these plans strictly. It also measures the requirements that are regulated by different bodies. Also, posts in the hospital are listened to and the utmost attention is paid to them. The issues are then addressed swiftly. Lastly, the work procedures that are essential are identified and addressed.

Medical errors

Medical errors are dealt with in many ways. First and foremost, the hospital has developed a culture called training in terms of safety. This culture entails hiring a much advanced and highly qualified staff. The hospital also practices identity training in patients and also a kind of training known as training in reporting events (Swanwick, 2010).

Patient safety concerns

The hospital ensures that the safety of patients is paramount. There is twenty-four-hour camera surveillance in all wards to ensure that the security of patients is maintained. Each and every visitor that comes into the hospital is not only checked but also scrutinized properly. This is to ensure they are not carrying with them any harmful property to the hospital (American College of Medical Quality, & Varkey, 2009).

Continued education for staff

To ensure this, the hospital carries out Computerized Provider Order Entry (CPOE) to all its staff. Critical thinking and the spirit of communication are highly encouraged among physicians.

Continued quality improvement program

The hospital practices training in tool quality within the staff. It also ensures that there is proper management of projects within it. Innovation is encouraged in the hospital. It also organizes events to ensure a fast growth of technology within the hospital through the use of teaching aids like charts (Hayes, 2006).

Conflict resolution

There is a proper mechanism that has been implemented by the hospital to ensure that conflict is managed properly without affecting the service offered to patients. There are reporting centers where conflicts are reported and then solved amicably.

Organizational culture

The culture is made up of communal hard work to try and outwit the status quo within the hospital. The culture believes that all employees will pursue the vision of the hospital. There is also the culture of integration into a particular system of leadership within the hospital.

To boost the morale of the staff, there is normally good payment and rewards that are offered to those members of staff who produce excellent results.

Different departments exist in the facility. These departments function in harmony to ensure that quality service is offered to patients.

References

American College of Medical Quality, & Varkey, P. (2009). Medical Quality Management: Theory and Practice (2nd ed.). Sudbury, MA: Jones & Bartlett Publishers.

Hayes, J. (2006). The Theory and Practice of Change Management (2nd ed.). New York: Palgrave Macmillan.

Swanwick, T. (2010). Understanding medical education: Evidence, theory and practice. Chichester, West Sussex: Wiley-Blackwell.

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