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Many companies are responding to changing economic realities and global competition by reassessing organizational management and processes—including control mechanisms; two major trends are international quality standards and increased corporate Governance (Daft, 2013). The trends in health care are all about change and keeping up with the changing times. If you cannot keep up with change and produce quality care your organization will not survive in the ever-changing healthcare arena. The organizational control in healthcare is quality and access to care. Within organizations there are teams responsible for quality and quality measures. Quality partnering involves assigning dedicated personnel within a particular functional area of the business to identify opportunities for improvement throughout the work process (Daft, 2013). With quality partnering in healthcare comes benchmarking. This option for tracking quality, benchmarking, is the continuous process of measuring products, services, and practices against major competitors or industry leaders (Daft, 2013). Our hospital uses HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems) for quality tracking. Hospital systems receive their reimbursement according to their HCAHPS scores. Three broad goals have shaped HCAHPS. The standardized survey and implementation protocol produces data that allow objective and meaningful comparisons of hospitals on topics that are important to patients and consumers; public reporting of HCAHPS results creates new incentives for hospitals to improve quality of care; public reporting enhances accountability in health care by increasing transparency of the quality of hospital care provided in return for the public investment (AHRQ, 2015). The scores are published to all managers monthly for the month or two prior and are shared with staff to discuss success and improvements needed. One bad comment on an HCHAP survey can haunt an organization, despite all the good quality care they gave the rest of the time. Our organization takes complaints and breach of quality very seriously. They follow HCHAP scores closely and have made improvements based on those scores since quality measures were put into effect. When the hospital system first started quality measures there was much resistance. Once people realized that the quality measures improved care they were more accepting. One of the best examples was with the SCIP (Surgical Care Improvement Project) core measure. When patient’s urinary catheters were being removed 24 to 48 hours after surgery and the post-operative urinary tract infection rate decreased dramatically, people came to realize the benefits.

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As a general manager in healthcare, implementing robust organizational control methods is essential to

ensure high-quality patient care and operational efficiency. Among various controls, quality management stands out as the most universal and impactful in healthcare settings. This method emphasizes continuous improvement, patient safety, and satisfaction, aligning with the core mission of healthcare organizations (Peters & Ott, 2017). Quality control involves systematic processes such as benchmarking, clinical audits, and patient feedback systems, which help identify areas for improvement and validate the effectiveness of interventions. In my sphere of influence, organizational control manifests through rigorous adherence to quality standards like those set by the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS), which measure patient experiences and satisfaction. Regular monitoring of these scores encourages accountability and transparency among staff and leadership, fostering a culture of continuous improvement (AHRQ, 2015). Additionally, quality initiatives such as the Surgical Care Improvement Project (SCIP) exemplify targeted controls that specifically reduce postoperative infections by ensuring prompt removal of urinary catheters, significantly improving patient outcomes (Kirkland et al., 2017). Implementing these control methods requires commitment from all levels of staff, fostering an environment where quality improvement is embedded into daily operations. Thus, quality management, driven by consistent measurement and open communication, is vital for maintaining high standards in healthcare organizations.

References

AHRQ. (2015). Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS). Agency for Healthcare Research and Quality. https://www.ahrq.gov/cahps/surveys-guidance/index.html

Daft, R. L. (2013). *Organization theory and design* (11th ed.). Cengage Learning.

Kirkland, J. B., Berenholtz, S. M., & Pronovost, P. J. (2017). Improving patient safety through patient-centered quality improvement. *The Journal of Surgical Research, 209*, 10-15.

Peters, D. H., & Ott,os, J. (2017). Improving healthcare quality and safety: Strategies for action. *The Lancet*, 389(10077), 1483-1494.