Okay guys, since I haven’t provided you with handouts and I don’t know some of your e-mails, I am posting my NCM report here. 
Contemporary Theories
TQM (Total Quality Management)
Also referred to as continuous quality improvement (CQI) and Coined by W. Edwards Deming, TQM is a set of management practices throughout the organization geared to ensure the organization consistently meets or exceeds customer requirements. TQM places strong focus on process measurement and controls as means of continuous improvement.
-developed by Dr. W. Edward Deming
-hallmark of highly successful Japanese Management systems
-aim is to limit errors to 1 over 1 million units produced.
Philosophy: “There is always room for improvement.”
Foundations:
1. Focus on the customer. The customer includes not only outsider who avails nursing health care services, but also internal customers like accounts payable personnel.
2. Continuous improvement. TQM is a commitment to never being satisfied. Very good is not enough. Quality can always be improved.
3. Improve the quality of everything the organization does. TQM uses a very broad definition of quality. It relates not only to the final product but also to how the organization handles deliveries.
4. Measure accurately. TQM uses statistical techniques to measure every critical variable in the organization’s operations.
5. Involve employees. TQM involves the people on the line in the improvement process. Teams are widely used in programs for finding and solving problems.
Management by Objectives (MBO)
-an excellent tool for determining an individual employee’s progress because it incorporates the assessments of the employee and the organization.
-coined by Peter Drucker
How MBO can be used effectivle:
1. Employee and supervisor meet and agree on the principal duties and responsibilities of the employee’s job.
2. Sets short term goals and target dates in cooperation with the manager
3. Both parties agree on the criteria that will be used for measuring and evaluating the accomplishment of goals.
4. Regularly the employees and supervisor meet to discuss any progress
5. Manager plays a supportive role to the employee through counseling
6. The manager determines whether the employee has met the goals
Advantages of MBO:
1. Creates a vested interest in the employee to accomplish goals
2. Defensive feelings are minimized
3. Spirit of team work prevails
Disadvantages of MBO:
1. Highly directive managers find it hard to lead employess
2. Marginal employee attempts to set easily attainable goals
The Systems Theory
It is where the manager consciously attempts to understand the relationship among various parts of the organization and the role of each part in supporting the overall performance of the organization and the role of each part in supporting the overall performance of the organization.
The systems approach is based on the firm belief that before the implementation of any functional change, its ultimate effect on the entire system must be properly examined. The process of the problem formulation at lower levels of the organization must possibly fit into the boundaries defined by higher-level objectives. There should be comprehensiveness in terms of both objectives and problem formulation. It should be understood that practical considerations of time, information, cost and feasibility more often force the manager to solve the problem part individually.
Feedback and adjustment make up the control element of nursing management. Output us described or defined in terms of the patient in the patient-care model and is measured by quality indicators. In case management, these indicators are predicted and met on a timed basis. Discharge planning will take note of them.
Systems theory can be applied to performance evaluation of the RN as output. Input is till the patient and the nurse, with through-put the managerial actions related to goals for nurse behavior.
An effective control system has standards, measuring tools, and a surveillance process culminating in corrective action. A quality control program for measuring patient care will have these same components.
(Marquis, Bessie and C. Huston. (2003). Leadership Roles and Management Function in Nursing: Theory and Application)
Feedback makes up the control element of nursing management. Output is described or defined in terms of the patient and is measured by quality indicators. Both patient and nurse are the inputs, while throughput consist of nursing actions related to patient outcomes.