Managing care in practice assist the managers to recognize the technology and develop their competencies in controlling or managing individuals and other materials that are needed for efficient health care provision. In addition, it deals with the practical and realistic quandary of managing in the medical care system by establishing the model of practice-led management in a wide variety of activities. It also offers concept and examples of the things that can work based on appropriate theories, past experience of collective health care managers and practice situations or circumstances (Reynolds & Seden 2003, p.56). The health team and management consultants can choose to depend on their powers and status, and tends to utilize them to know which patient to offer services, examine, diagnose and recommend the cure to that patient. However, they prefer to agree that entirely, they are comparatively low-powered in the face of a multifaceted industry that possesses its own exceptional and multifaceted history. Their strategy is to give ear to the person’s wishes or desire in order to participate in the first meeting to talk about the way they could assist. Therefore, their responsibility is to listen and offer some quick response to the people that are taking part in the discussion, with the participants watching and making comments (Reynolds, Henderson, Seden, Charlesworth, & Bullman, 2003, p.35). In this case, this paper will discuss this statement “ultimate test of quality is always what the user and families think of as the services provided by the health care providers”. It will identify who are the stakeholders in evaluating the quality of the British health service and get to understand whether the service users and their families are the most important.
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Stakeholders of assessing quality of health services
The wide range of the managerial responsibilities can be identified by listening to the individuals who provide services and their relatives or family members. This may be official though managed confidentially, to presenting a communal associations meeting that might be official and very corporate or public in order to obtain an informal, confidential communication with a senior work-mate. Moreover, in any day, a manager might make movements between them. This difference emphasizes how several formations of culture and responsibility inform diverse responses to space, individuality and system. Managing care refers to the different methods that are used in order to minimize the cost of offering health benefits and advance the quality of medical care. Some of these techniques include; profitable bonuses for health care providers and patients to choose less expensive types of medical care, programs for evaluating the medical importance of some services, heightened recipient cost distribution, management of the sick person admissions and time of stay, the development of cost-distribution bonuses for outpatient operation, exclusive contracting with health personnel, and the exhaustive control of high-cost medical care cases. In simplicity, it can be described as a system, which intentionally sets out strategies, instructions and rules in order to change medical care-associated conclusions of the health care providers for a certain purpose (Konstyedt 2001, p.1322). In this case, the stakeholders of assessing the quality of health services are the frontline managers and in order for them to effectively succeed in rendering these services, service users and their families are of great importance.
Though it is difficult to explain quality and it remains indescribable in theoretical terms, it is likely to tease out the meaning of quality in practice. Just as it is possible for individuals to understand poor quality services any time they view and are faced by them, it is also possible for them to identify a high-quality service when they experience and see it. On this foundation, quality gets or derives from understanding who utilizes ones services, comprehending the things that are required from an individual and being in a position to react correctly to one’s requirements. Quality becomes predominantly significant in medical and social health or care services the individuals utilizing them; the clients are somehow provisionally disadvantaged and susceptible through unfavorable situations. This means that individuals with comparatively less authority get in touch with their every day lives with companies that are equally authoritative. The imbalance of power between, for instance study handicap and the individual with study troubles who utilize them, means that quality itself is susceptible to some challenges. These challenges include; financial constraints, staff and families interests, a float from high measures or standards as time goes by, the position in the society of the handicapped individuals which is relatively of low status (Henderson & Atkinson 2003, 161).
There are two viewpoints on the type of quality services. These perspectives include; the perceptions of the individuals who offer the services and the perceptions of the individuals who get them. Therefore, quality refers to attempt to obtain the best people can in anything they carry out. On the other hand, managers describe quality as the way individuals are treated as they are utilizing a service and the results they get from it. Services that are of high quality should be suitable, receptive, achieve high standards, include the users in order choices are informed, provide strong protection for the people at risk and develop on individuals’ capabilities and facilitate them to play roles in the community.
Specialized way of approaching quality is interested in inputs and procedures instead of the results of the service that is utilized by individuals. The method the services are rendered becomes the main interest. Naturally, in specialized approaches, quality is evaluated through the formation of specialized standards or proficiencies alongside which the results or productivity of a person proficient is determined by means of type of peer review or examination. The main advantage of such type of approaches is that quality is most likely to be implanted in the main objectives and dependent on the technological proficiencies of the career. As a result, the concepts of quality are mostly possessed by the individuals working in the professional position rather than if they were superficially formed and given out (Henderson & Atkinson 2003, 163).
Quality from the professional approach has several disadvantages since it becomes an importantly introverted procedure, which is carried out within the career and in which the service user is exempted. Therefore, quality assurance, thus, can degenerate into a circumstance of tranquil cognoscentalism in which the superior staffs of a career group practice immense impact with failure to validate their assessments in terms of transparent or evidence based method. In addition, though the career might describe standards, it is generally entrusted to the specialized individuals in order to make sure that their exercise meets or achieves those standards. The hypothesis in this case is that one ought not to develop models to make sure that alterations are applied, as specialized members are seen to be encouraged such that they do not require any bonus or approves to implement excellent proficient exercise (Henderson & Atkinson 2003, 163).
‘Top-down’ and ‘Bottom-up’ approach
Similarly, managers carry out their responsibility of managing the labor-force at a period of turmoil and alteration. The best thing to effectively manager service delivery is to comprehend the things that affect the labor-force, and the reaction of the organization to those things or challenges. Therefore, the best approach is to establish some standards that managers would utilize to make sure quality and principles were developed by use of ‘bottom-up’ approach to applying policy rules and instructions. Authority and government instructions emphasize on the significance of user-concentrated instead of service-centered rendering of care and support. Yet, paradoxically, the several resulting directives, and the organizational alterations in social services units, might have truly contributed to the tendency to describe exercise or performance from the ‘top-down’ perspective (Reynolds, Henderson, Seden, Charlesworth, & Bullman, 2002, p.109).
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More concerns have been expressed regarding the lack of comprehensive medical care coverage and inadequate policies for challenging managed care conclusions. The drastic growth and development of the managed care system has quickened calls to offer sick individuals a firmer voice in deciding or evaluating the type of interventions or implementations that will be catered for by the insurance. Significant elements of this medical bill or cost are appropriate to data or information, the correct way of selection, the way to being a full member of medical care conclusions and the way to possess a quick solution of complaints. At the national level, matters key to the association of the patient and the health care providers like permanence or stability of health care and patient privacy and discretion, were catered for with additional instructions (Seden 2003, p.43).
The proficient workplace viewpoint that undermined the consultancy provides an approach to getting into the purpose of user-concentrated services. This is dependent fully on the concept that what is faced by users of service is the service itself. Therefore, for backing up and care to be efficient, there should consequently be a bottom-up approach, with utmost use of the abilities of the labor-force. In order to eliminate this practice, managers were gathered in several teams or groups so as to discuss situations or occasions that were impacting the labor-force negatively. Therefore, it is clear that managers cannot get feedbacks without the participation of the service users. This is because what the managers do it, the method in which they do it and the manner in which this is faced or experienced by the service users shows the quality of the service. Hence, service users cannot be ignored if quality care is to be achieved. For the managers to effectively involve the services users, they ought to listen to them through stressing on relationship or partnership both the mangers and the service users instead of purely or entirely depending on the process control and
authoritarian. In addition, the managers or management should offer assistance and challenge to people and groups which are precise, with applicable objectives which are negotiated. Moreover, the managers should work together service users on activity-based study as the main interest for growth and development (Reynolds, Henderson, Seden, Charlesworth, & Bullman, 2002, p.110).
In conclusion, the stakeholders in assessing the quality of health service are the front line managers. In addition, the services to be effective users of services and their families are very crucial.
Henderson, J., & Atkinson. D., 2003. Managing care in context. (E-book). Web.
Konstyedt, R. 2001. The Managed Health Care Handbook, Fourth Edition, Aspen Publishers.
Reynolds, J., Henderson, J., Seden, J., Charlesworth, J., & Bullman, A., 2003. Reflections on team and management consultation. The managing care reader. (E-book). Web.
Seden, J., 2003. Managing care in practice. (E-book). Web.