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Results for “Management Quality Circles”

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At least 19 recordsLinked to original sources
PubMed2005

[Data supporting quality circle management of inpatient depression treatment].

BACKGROUND: Several quality assurance initiatives in health care have been undertaken during the past years. The next step consists of systematically combining single initiatives in order to built up a strategic quality management. METHODS: In a German multicenter study, the quality of inpatient depression treatment was measured in ten psychiatric hospitals. Half of the hospitals received comparative feedback on their individual results in comparison to the other hospitals (bench marking). Those bench markings were used by each hospital as a statistic basis for in-house quality work, to improve the quality of depression treatment. RESULTS: According to hospital differences concerning procedure and outcome, different goals were chosen. There were also differences with respect to structural characteristics, strategies, and outcome. The feedback from participants about data-based quality circles in general and the availability of bench-marking data was positive. The necessity of carefully choosing quality circle members and professional moderation became obvious. CONCLUSIONS: Data-based quality circles including bench-marking have proven to be useful for quality management in inpatient depression care.

Attitude of Health Personnel↗
PubMed1985

Beyond quality circles: self-managing teams.

A more extreme form of change than QCs, self-managing teams are informally estimated to have evolved in more than 200 U.S. plants. Indications are, however, that this is but the beginning--despite middle managers' fears that such teams will erode their power.

Group Processes↗
PubMed1985

Quality circles: the myth and reality of hospital management.

Although quality circles have been successfully introduced into U.S. hospitals, they have not fared well in Japan. In light of the fact that Japanese hospitals have within their organizational structures many elements considered a precondition for the success of quality circles, their hesitance in adopting this innovation deserves attention. It is useful to examine the reasons quality circles may be more feasible in the United States than in Japan.

Ethics, Professional↗
PubMed1993

Reconsideration of the quality circle process as a contemporary management strategy.

The quality circle group problem-solving process contains the potential for finding solutions to today's health care challenges. It provides the mechanism to integrate the strongest problem-solving capabilities of both managers and staff. If the complex challenges that are occurring daily as well as those that have been carried forth from the last decade are to be solved, it is evident that there is a need to find a mechanism to combine the best and brightest insights of both managers and staff. The quality circle process is one such mechanism. Health care supervisors are invited to reconsider this process as a contemporary management strategy that blends in well with the current movement toward continuous quality improvement.

Evaluation Studies as Topic↗
PubMed1982

Quality circles as a management tool for hospital pharmacy.

A pharmacy department's experience with a quality circle program is described. The quality circle is a type of participative management where a group of employees within a department voluntarily meets on a regular basis to identify and research departmental problems and formulate alternative solutions for management. The pharmacy department formed one of the first five circles at the hospital. Each circle meets for one hour weekly on hospital time. The pharmacy quality circle includes three staff pharmacists, two support staff, and a pharmacy supervisor who serves as the leader. Through brainstorming sessions, the circle has identified problems within the department. The circle collects data to help define the problems, and specific solutions are presented to management. Among the solutions recommended have been: assigning a clerk as a receptionist at the pharmacy front window so that the pharmacist would not be interrupted; widening the front window to accommodate separate lines for inpatient and outpatient prescriptions; and instituting a double-ticket procedure to help retrieve employee prescriptions. Management accepted and instituted all of the circle's proposals. The quality circle has been a successful management tool in this pharmacy department.

Attitude of Health Personnel↗
PubMed1987

Managing quality: healthcare's newest challenge.

Quality is the new buzzword in healthcare circles today. But what it means and how you achieve it is still a matter of debate. Now a new program at 3M is helping hospitals to deal with the issue of quality.

Hospitals↗
PubMedDate not supplied

The newest miracle drug: quality circles in hospitals.

In recent years, a number of hospitals throughout the United States have been exploring the use of Japanese-style quality circles to reduce their operating expenses, improve productivity, and enhance the quality of work life for hospital employees. This article examines the organizational climate necessary for quality circles, methods used to implement quality circles, and management's role in guiding and responding to circle activities. Ideas for building and maintaining staff support are presented along with a cost/benefit analysis of quality circle programs. The author concludes that quality circles are most successful in hospitals where they are part of a larger organizational development effort. When administrators believe in their employees' ability to contribute to the institution and are willing to invest necessary time and resources in employee education and the measurement of quality circle achievements, quality circles can produce creative solutions to perplexing institutional problems.

Management Quality Circles↗
PubMed1993

Using quality focus teams in the diagnostic imaging department.

Quality Focus Teams (QFTs) have become a very effective and popular tool used to address quality issues and improve service. With the recent movement toward total quality management (TQM), or continuous quality improvement (CQI), these teams can play an important role in patient care and the quality of service provided by your department. While teams are not a new concept, they have gained a new popularity in the healthcare field by focusing on service quality. Such teams have been referred to in the past as quality circles or management teams, and were used primarily by manufacturers to address quality issues and implement improvements. They were usually brought together to address a specific problem or crisis. QFTs, on the other hand, usually go a step further by addressing ways of continually improving service or care, even in the absence of a crisis or obvious problem. With the increasingly competitive environment in healthcare and the demands to maintain the highest level of quality possible, QFTs should be a part of every department. This article will provide radiology managers with the basic information needed to begin developing, using and benefitting from QFTs.

Management Quality Circles↗
PubMed1996

[Introduction of quality circles and a quality management system (QMS) in a centralized clinic].

At our hospital, a quality management system was developed according to the DIN EN ISO 9001. Additionally, several quality circles and an external quality control system with three tracer diagnoses were carried out and two studies were performed to detect the internal and external acceptance of the hospital. All strategies induce an increase in the quality of management and of the patients' outcome.

Cholecystitis↗
PubMed1997

Does employee involvement work? Yes, sometimes.

Employee involvement per se is not always effective for improving performance and/or employee attitudes. Rather, there are several different forms of employee involvement, some of which are effective, while others are not. This article describes seven forms of employee involvement, giving examples, and summarizes research findings for each form, concluding with a summary of which are the best and which are worst. This article also describes what is necessary for effective employee involvement, focusing on management commitment and training for both management and employees.

Attitude of Health Personnel↗
PubMed1996

Involving doctors in management. A survey of the management development career needs of selected doctors in NHS Wales.

Reports the results of a survey of 209 senior registrars and 269 consultants throughout Wales to identify the management development needs of doctors and ascertain their views of the value and utility of current management development course offerings in Wales. Finds that, currently, management development for doctors in Wales is unstructured and uncoordinated but, despite this, many doctors, especially senior registrars, appeared keen to increase their future involvement in management and held positive views regarding management and management development. The questionnaire also required doctors to rank order six managerial topics and their elements: financial, human resource, strategic, operational, service quality and self-management. Of these, self-management issues were rated highest and there was some congruity in the rankings of the six topics by senior registrars and the other three consultant categories. Overall, managing a budget, medical and clinical audit, negotiating skills and leadership skills were ranked highest for inclusion in management development while project management, quality circles and equal opportunities received the lowest ratings.

Attitude of Health Personnel↗