In any organization, problems can be caused by weaknesses in either the human system, such as poor motivation caused by inadequate salaries, or by technical systems, such as lack of supplies resulting from poor logistics. At the same time, such employee problems as interpersonal conflicts, poor communication, and fear can cripple the technical systems. Once managers see poor employee performance as a symptom of failure, rather than its cause , they stop blaming employees for problems. Employees then stop feeling defensive and can focus on finding and correcting the real causes of poor performance. Structures and processes.
Structures are the inputs that make care possible.
They include the organization's staff and other physical and financial resources, such as facilities, equipment, supplies, training, payroll, and operating budgets. Together, structures and processes determine clinical outcomes. Adequate structures that is, appropriate staffing, equipment, and funding are necessary to provide good-quality services, but they are not sufficient. Well-designed and implemented processes also are crucial. Most quality improvement approaches, however, focus on improving processes in order to use resources more efficiently, although they also address structures and outcomes.