essment Coursework Assessment code: 011 Academic Year: 2019/2020 Trimester: 2 Module Title: Service Operations Management Module Code: MOD004055 Level: 4 Module Leader: Nishi Mishra- Patricio...

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essment Coursework Assessment code: 011 Academic Year: 2019/2020 Trimester: 2 Module Title: Service Operations Management Module Code: MOD004055 Level: 4 Module Leader: Nishi Mishra- Patricio Weighting: 50% Word Limit: Up to 2000 words Assessed Learning Outcomes 2, 3&5 Submission deadline: Friday 22 May 2020, 2pm WRITING YOUR ASSIGNMENT: • This assignment must be completed individually. • You must use the Harvard referencing system. • Your work must indicate the number of words you have used. Written assignments must not exceed the specified maximum number of words. When a written assignment is marked, the excessive use of words beyond the word limit is reflected in the academic judgement of the piece of work which results in a lower mark being awarded for the piece of work (regulation 6.74). • Assignment submissions are to be made anonymously. Do not write your name anywhere on your work. • Write your student ID number at the top of every page. • Where the assignment comprises more than one task, all tasks must be submitted in a single document. • You must number all pages. SUBMITTING YOUR ASSIGNMENT: In order to achieve full marks, you must submit your work before the deadline. Work that is submitted late – up to five working days after the published submission deadline - will be accepted and marked. However, the element of the module’s assessment to which the work contributes will be capped with a maximum mark of 40%. Work cannot be submitted if the period of 5 working days after the deadline has passed (unless there is an approved extension). Failure to submit within the relevant period will mean that you have failed the assessment. Requests for short-term extensions will only be considered in the case of illness or other cause considered valid by the iCentre Adviser. Please contact [email protected]. A request must normally be received and agreed by the iCentre Adviser in writing at least 24 hours prior to the deadline. See rules 6.56-6.65: http://web.anglia.ac.uk/anet/academic/public/academic_regs.pdf Mitigation: The deadline for submission of mitigation in relation to this assignment is no later than five working days after the submission date of this work. Please contact [email protected] See rules 6.103 – 6.132: http://web.anglia.ac.uk/anet/academic/public/academic_regs.pdf INTRODUCTION TO THE SCENARIO Bermondsey GP surgery rated ‘inadequate’ by CQC Following a CQC inspection in January 2019, Dr Shabir Bhatti’s practice (also known as Bermondsey Spa Medical Centre), was rated ‘Inadequate’ for being ‘WellLed’ and ‘Responsive’. It was rated ‘Requires Improvement’ for being ‘Safe, Effective and Caring’. In the latest round of inspections, the watchdog found that improvements had been made to addresses care failings – but it added it had “ongoing concerns” about the sustainability of the changes. The practice is led by Dr Shabir Bhatti. Antony Hall, who is the CQC’s Head of Inspection for Primary Medical Services in London, said: “Dr Shabir Bhatti’s practice will remain in special measures. The service will be kept under review and if needed could be escalated to further enforcement action.” ANSWER ALL 3 QUESTIONS: You have been hired as a junior investigation officer by Dr Shabir Bhatti’s practice to investigate the reasons for the practice being rated as ‘inadequate’. Your investigation should address the following three questions. Q1: Using Maxwell’s dimensions of service quality, explain the problems currently experienced by Dr Shabir Bhatti’s practice. (30 Marks) 700 words ASSESSMENT CRITERIA FOR Q1 • Knowledge and understanding of the issues currently being experienced by Dr Shabir Bhatti’s practice • Ability to conduct valid and relevant research • Ability to extract relevant information and draw balanced conclusions Q2: Analyse and conclude whether Dr Shabir Bhatti’s practice has capable and competent staff to improve the quality of service delivery. (30 Marks) 600 words ASSESSMENT CRITERIA FOR Q2 • Knowledge and understanding of capabilities, competences and philosophy • Ability to conduct valid and relevant research • Ability to extract relevant information and draw balanced conclusions Q3: Assess the possible impacts that one of the following techniques could have on Dr Shabir Bhatti’s practice in terms of delivering consistent and effective quality management. (30 Marks) 700 words !Kaizen Or !Key Performance Indicators (KPI) ASSESSMENT CRITERIA FOR Q3 • Knowledge and understanding of the technique that will enable Dr Shabir Bhatti’s practice in delivering consistent and effective quality management • Ability to conduct valid and relevant research • Ability to extract relevant information, make recommendations and draw balanced conclusions References list Harvard style (10 marks)
Answered Same DayApr 16, 2021Bond University

Answer To: essment Coursework Assessment code: 011 Academic Year: 2019/2020 Trimester: 2 Module Title: Service...

Somashree answered on Apr 29 2021
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Service Operations Management
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Q1: Using Maxwell’s dimensions of service quality, explain the problems currently experienced by Dr Shabir Bhatti’s practice.
The current issues encountered by Dr Shabir Bhatti’s practice are mainly associated with the quality of care that has been marked inadequate and need for improvement by the investigators. From the current inspection, it is evident that the area highlighted in the previous inspection where improvement was needed is
attained by the clinic. This was in alignment with risk management, fulfilling patients’ demands, responding to feedback from patients and supporting staff. However, the investigation suggested that the practice was not in association with accurate and appropriate guidelines. On the other hand, the practices were devoid of any employees, external partners or public to sustain sustainable and high-quality care. Thus, the investigation revealed that the well-led services are inadequate and therefore, significant measures must be taken to improve those.
On the other hand, the investigation suggested that although the practice in Dr Shabir Bhatti’s clinic had clear processes and systems to keep patients safe, it was associated with numerous loopholes. The practice consisted of accurate systems responsible for the safe management of medicines; however, the practice was unable to generate effective solutions when problems were encountered. Hence, the responsiveness of the quality cares services was marked inadequate by the investigation team.
On the contrary, it could not be stated whether the employees were competent and skilled to implement adequate experience and knowledge in accomplishing their tasks. Additionally, every quality care must respond to the patient’s feedback so that they can improve their healthcare services. In Dr Shabir Bhatti’s practice, no action was taken in relation to the national GP Patient survey. The survey results suggested that the practice consisted of a lower percentage of people who had quality caring leadership. The investigation also highlighted that some actions were taken by the clinic to address the issues outlined by the patients with respect to accurate and quality services.
In this regard, the quality care issues of Dr Shabir Bhatti’s practice are aligned with Maxwell’s dimensions of service quality to explain the need for quality healthcare services by the healthcare institutions (Coles et al., 2017). In 1984, Maxwell stated that in a society where limited resources are present, self-assessment by the healthcare officials are unsatisfactory in depicting the effectiveness or efficiency of the services. Moreover, Maxwell identified that the quality of care cannot be estimated based on a single dimension, thus, proposed six dimensions of service quality to denote the significance of quality care in healthcare institutions (Sumaedi, Yarmen and Bakti, 2016). However, he also proposed that the services are not separated but are interlinked with each other. The services are mainly acceptability, efficiency, effectiveness, equity, relevance and access. This is believed to highlight architecture for developing incisive standards including every dimension of nursing services.
Maxwell suggested such dimensional measures to outline the service quality and its examination to perform efficiently as an aggregated form over a fragmented one. This includes the communication strategy between the patient or their families and the clinic’s staff (Izadi et al., 2017). It can also be highlighted in the interpersonal skills of the employees. In this regard, Maxwell’s service quality dimensions can be applied to Dr Shabir Bhatti’s practice to highlight the inadequacy of the resources in the clinics, inefficiency of the workers or incompetency to deliver quality care by the clinic. This model or dimensional approach can be used by the clinic to plan effective healthcare services for the patients; however, the services must be limited to a smaller scale. Additionally, Dr Shabir Bhatti’s institute can use this model as an efficiency-economy dimension due to its sensitivity towards determining economic restraints. On the contrary, if this model is applied by Dr Shabir Bhatti’s clinic, massive consideration must be imposed from consumer’s perspectives in relation to social acceptability and equity of the healthcare services (Maxwell, 2017). Thus, it can cost heavily of the quality assurance program generated by the clinic and lead to several unanswered questions with respect to quality healthcare approaches by the clinic.
Q2: Analyse and conclude whether Dr Shabir Bhatti’s practice has capable and competent staff to improve the quality of service delivery.
The clinical team of Dr Shabir Bhatti’s practice consisted of two salaried GPs, as well as three GP partners contributing to an aggregation of approximately 4.6 WTE (Whole Time Equivalent). The nursing team consisted of part-time healthcare assistants and full-time practice nurse leading to 0.8 WTE. The on-clinical employees included senior receptionist, practise manager, two administrators, reception...
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