Learning Organization Management System in a Medical Center

Concept / Meaning / Definition / Scope

Management system refers to a set of policies, processes and procedures formulated by a medical center to facilitate achievement of objectives of a project.

The project being referred here is the Learning Organization Management System.

Learning organization is an organization that keeps on learning to improve current state of the competency of all its members /staff with the end-goal of continually improving its processes / services.

A learning organization management system refers to a formalized system that documents processes, procedures and responsibilities for achieving the policies and objectives of a learning organization.

The scope of the Manual on Learning Organization Management System is as stated above in operational concepts / meaning / definition and more specifically, it includes personal and organizational learning; formal and informal learning or certified and non-certified learning.

Rationale / Purpose

Rationale of Learning Organization Management System

The end-goals of a learning organizational management system are performance excellence and organizational sustainability.

Performance excellence, as defined by Baldrige Criteria for Performance Excellence and Philippine Quality Award Heathcare Criteria (as of 2021), refers to an integrated approach to organizational performance management that results in (1) delivery of ever-improving value to patients, other customers, and stakeholders, contributing to improved healthcare quality and ongoing organizational success; (2) improvement of overall organizational effectiveness and capabilities; and (3) learning for the organization and for people in the workforce.

Organizational sustainability means the organization is able to last as long as it can and maintaining its performance excellence.

Purpose of Manual

The Manual shall contain the documented information on the Learning Organization Management System that will serve as a guide for internal and external stakeholders of the medical center.

For internal stakeholders, it will guide them on what to do.

For external stakeholders, it will guide them on what are supposed to be done by the staff of the medical center.

For independent auditors, both external and internal, it will guide them on the Learning Organization Management System of the medical center.

Objectives, Expected Outcome, Expected Impact, Key Result Areas and Key Performance Indicators of Learning Organization Management System of the Medical Center

The ultimate objective of Learning Organization Management System is performance excellence and sustainability.

Specific objectives of Learning Organization Management System include the following:

To promote personal learning of staff so as to contribute to performance excellence and sustainability.
To promote organizational learning so as to contribute to performance excellence and sustainability.

The expected outcomes are personal learning and organizational learning.

The expected impact are performance excellence and sustainability of organization.

The key result areas consist of presence of manual on learning organization management system and training of staff.

The key performance indicators consist of presence of performance excellence of organization (medical center) and sustainability brought about by a structured continuous educational program in the organization (medical center) leading to the following:

Client engagement
Quality and safe health care services
Cost-efficient / value-based health care services
Maximal utilization of services

More specifically, the key performance indicator is the presence of a structured educational program that targets achievement of indicators of performance excellence

The program should be continuously effective and efficient and sustainable.
At least 90% of staff are involved in the continuous educational program.
The organization has its own in-house trainers and educators for all learning needs of its staff.

Policies

It shall be the policies of a medical center to:

Establish and develop a systematic and comprehensive Learning Organization Management System.
Deploy the management system to all staff of the medical center.
Ensure that all staff adhere to the established management system.
Evaluate, review and continually improve the management system at planned intervals (at least once every 3 years or earlier as needed).

Processes

Create a Task Team.
Make a design and development master blueprint and have it approved by the Board of Directors.
Deploy and conduct training on the Learning Organization Management System to all staff.
Implement the Learning Organization Management System.
Evaluate and review the management system.
Continually improve the management system.

Procedures / Guidelines / Instructions

Procedures / Guidelines / Instructions (See Appendices – to be developed in the near future – see notes below)

Personal Learning
Organizational Learning
Formal and Informal Learning (Certified and Non-certified Learning)
In-house Trainors or Faculty Program

Non-adherence to Established Manual on Learning Organization Management System of the Medical Center

A corrective and preventive action request (CPAR) shall be issued to any business unit and staff not adhering to the established Manual on Learning Organization Management System of the medical center.
Staff with recurrent non-conformities to the established Manual on Learning Organization Management System of the medical center shall be subjected to disciplinary actions following existing rules and regulations of the medical center.

The End

Manual on Learning Organization Management System

Document No.

Version No.

Date of Release

Prepared By

Approved By

Notes in planning Learning Organization Management System of a medical center

Four types of performance to consider:

Product performance
Customer-focused performance
Operational performance
Financial and marketplace performance

Five performance outcomes or indicators to monitor and evaluate:

Product and process outcomes
Customer-focused outcomes
Workforce-focused outcomes
Leadership and governance outcomes
Financial and market outcomes

Focal Educational Program –

Competencies:

Leadership

Managership

Teamship

Technical Competencies

Professional Competencies

Criteria and Indicators for Performance Excellence – use Philippine Quality Awards Criteria in Healthcare as a reference

Philippine Quality Award Criteria for Performance Excellence

All line-managers should take this course, apply the standards, and achieve performance excellence for the hospital and the units and departments.

Other educational programs – aligned, coordinated, collaborated, and integrated with the Philippine Quality Award Criteria for Performance Excellence

	Leaders	Directors / Line Managers	Personnel (Rank and Files)
Leadership Competencies	√√√√√	√√√√	√
Managership Competencies	√√√	√√√√√	√
Technical Competencies	√	√√√	√√√√√
Teamship Competencies	√√√√√	√√√√	√√√√√
Professional Competencies	√√√√√	√√√√	√√√√√

Draft Masterlist of Competencies Expected of all Staff of a Medical Center

Vision, Mission, Core Values Statements

Directions of Medical Center, Business Plans of Hospital – Long-term and short-term

Philippine Quality Award Criteria for Performance Excellence

ISO 9001 Quality Management System Standards

Joint Commission International Standards or Accreditation Canada International Standards

Investors in People Standards

Computer Competencies

Communication Competencies

Records and Document Management

Presentation Competencies

Time management

Types of Competencies and Learnings

Essential Competencies

Value-added Competencies

Levels of Competencies

Incremental Competencies

Personal Learning

Organizational Learning

Informal learning

Formal learning

Certified learning

Non-certified learning

At least 90% of staff are involved in the continuous educational program!

All staff must have an educational plan for the year.

All staff must have at least one certified learning per year approved by the medical center.

Medical Center must have in-house trainers and educators for the learning needs of its staff.

Medical Center Learning Organization Program continuously effective and efficient and sustainable.

Entry competencies – not counted.

Continuous learning – emphasis.

ROJ@16aug19;17jan4; 22feb15

In February 2022, ROJoson is developing Hospital Exercise as one of the tools to drive learning organization of a medical center.

ROJoson Hospital Exercise – Concept

Posted on February 11, 2022 by reyojoson

Definitions of exercise that I will use for Hospital Exercise:

a process or activity carried out for a specific purpose, especially one concerned with a specified area or skill.
something performed or practiced in order to develop, improve, or display a specific capability or skill

Concept of ROJoson Hospital Exercise

exercise in hospital management; exercise in hospital administration
teaching-learning modules on hospital management; on hospital administration; on hospital quality and safety management system