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16 17Somongcad R.&Somosiera

16 17Somongcad R.&Somosiera

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Published by: Lance_Joshua_7907 on Aug 02, 2012
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Rational and Steps for QualityImprovement
Presented toDr. Betty T. PolidoFaculty of the College of NursingCentral Philippine UniversityIn Partial Fulfillmentfor the Requirement in the courseN 414- FByREGINE MAE SOMONGCADBRIAN SOMOSIERRAJuly 10, 2012
. To be able to understand the steps of performance improvement.2. To be able to learn the steps and its rationale.3. To be able to identify the barriers to successfulperformance improvement.4. To be able to apply strategies to build a positivework climate.5. To be able to discuss approaches for successfulnegotiation.
Performance refers to the way people do their jobs and the results of their work.
Organizations seeking to solve a performance problemfrequently implement a specific intervention, such as training, withoutfully understanding the nature of the problem or determining whetheror not the chosen intervention is likely to succeed. Just as often,
professionals with a high level of expertise in a specific intervention
area see every problem as an opportunity to ply their trade. As
 Abraham Maslow once said, “To the person who only has a hammerin the toolkit, every problem looks like a nail.” In fact, there are a
number of methods for improving the performance of organizations,teams and individuals. Organizational development, industrial
engineering, training and development, quality assurance, and human
resources development address performance gaps in particular ways.Performance Improvement differs from these approaches by using asystematic methodology to find the root causes of a performance
problem and then implement an intervention (or “fix”) that applies to
that specific performance deficit.

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