Performance improvement for onset diabetic patients at the valley diabetes center has been initiated recently. This aims to improve the patients and what methods to take forward to improve them. Implementing financial sources has been crucial when it comes to a small care center with higher visions and perspectives (Ahrens & Ferry, 2015). Such improvement plans require a restricted financial source, which helps improve the patients. Initiatives taken in this regard can include, a focus group, which basically does not require a large amount of money.
For improvements, medical machines need to be bought to analyze the patient better and improve him/her. For example, if there is $5000 in money on hand, such machines can be bought to improve the patient’s condition. It can also help better analyze the medical improvements in a patient. Insurance schemes and training of the nursing staff also need to be funded for improvement purposes.
Information management systems also play an important role in any field of work. It helps a company’s staff focus on a mutual objective and produce results. It is essential for any field to have an information system that helps in a better understanding of the objectives and roles (Pearlson, Saunders & Galletta, 2016). This topic in nursing and hospital care refers to the roles assigned to the center’s staff. Valley diabetes center also focuses on such approaches, to assign tasks that are clearly understood by the people. It is an important step towards any goal. Roles of nursing staff, tasks for the doctors, administrative staff, and others are aligned and somewhere, they are mutually collapsing to take the process through. Getting a better idea of what everyone has to do in a healthcare environment, supplements the positive care of a patient.
Every organization follows specific objectives, to achieve the desired result. These objectives and processes are then divided into divisions, that everyone has to follow. Critically, this plays a vital role in the success of any organization. The initial step is to set the achievable objectives (Zhang, Huai & Xie, 2015). Valley diabetic center is focused on where the physicians, nursing staff, and nursing teachers function together. This becomes the objective that the Valley Center is trying to achieve. Then, the activities of each individual are assigned. Physicians need to attend to patients when they are in the health center. Nursing staff needs to attend to the patients comfortably. The educators must suggest how they can improve themselves to the patients. Then, these duties are further categorized in terms of departments, locations, functions, and units. Every person in the health care center is assigned individual duties to follow and maintain. Then, the higher management assigns access/authority to the specific person. The chain of command in Valley Clinic can be from the senior physician to the clinic cleaner. By following this method, the success of improving patients can have a huge effect.
Forms of communication that will be followed by the valley diabetic center staff can include phone calls, medical records, face-to-face conversations, and computer-generated records (Zhang, Huai & Xie, 2015). Lack of communication usually does not have a good impact on the process that is being followed. Taking up a patient record can be done by computer system-generated data that can be accessed easily. Booking appointments over the phone can be done when a patient wants to visit a practitioner. Email responses to patients are also an inter-organization effort. Inter-communication of employees is necessary for Valley diabetic center to attend to and solve their patients’ problems effectively.
References
Ahrens, T., & Ferry, L. (2015). Newcastle City Council and the grassroots: accountability and budgeting under austerity. Accounting, Auditing & Accountability Journal, 28(6), 909-933.
Pearlson, K. E., Saunders, C. S., & Galletta, D. F. (2016). Managing and Using Information Systems, Binder Ready Version: A Strategic Approach. John Wiley & Sons.
Zhang, Y., Huai, M. Y., & Xie, Y. H. (2015). Paternalistic leadership and employee voice in China: A dual process model. The Leadership Quarterly, 26(1), 25-36.
