Contemporary Health Management | Assignment

Running Head: CONTEMPORARY HEALTH MANAGEMENT
Contemporary Health Management
Name
Institution

CONTEMPORARY HEALTH MANAGEMENT 2
Contemporary Health Management
Question #1
The human relations management theory is a researched principle that individuals desire
to be part of a caring team, which aids the development and growth. Human relations
management theory is based on the fact that individual workers should be perceived as members
of the team, and that salary and good working conditions are less vital. Following Hawthorne
experiments, Douglas McGregor and Abraham Maslow disclosed how motivational theory fits
the theories of human relations. Abraham Maslow proposed the five basic needs that were
inspiring factors when perceiving a worker’s workplace values since the worker is motivated to
make sure that the majority of these person’s needs are satisfied. On the other side, McGregor
reinforced motivation beliefs by acknowledging that workers input more to the company when
they feel accountable, as well as valued. This demonstrates that the theory is a reaction to the
management theories that were developed earlier like Theory X and Y by McGregor, human
resource (HR) management theory (theory Y) and Maslow theory. One similarity between the
human relations management theories and other management theories is that they stress the
significance of motivation on employees on improving performance in the workplace (Ross &
Büchner, 2010). The theory has been criticized as being a technique of manipulating individuals
to adhere to management directives rather than bringing management to comprehending of
human nature thus creating the advantageous changes in the company.
An example is a fact that healthcare administrators will be accountable for the promotion
of relationships among members in a given organization that will be reciprocally satisfying.

CONTEMPORARY HEALTH MANAGEMENT 3
Thus, harmony, as well as greater employee morale is believed fundamentals for providing
healthcare services (Guttman, Keebler, Lazzara, Daniel & Reed, 2019).
Question #2
Clinical governance is a framework where the NHS organizations become accountable
for continually advancing the safety along with the quality of their services and safeguarding
high standards of care. These standards are improved by fashioning an environment where
superiority in clinical care would blossom. The pillars of clinical governance as a framework
include clinical efficiency, patient experience, and involvement, resource efficiency, learning
efficiency, risk management and strategic efficiency. For example, in Australia, clinical
governance framework for MHNIP could have the capability to coagulate the roles in addition to
responsibilities of the mental health nurse plus medical practitioner (Dennis, 2017).
In clinical governance, the governance system sets out policies, processes, procedures,
plus protocols comprising setting and sustaining a clinical governance framework. The clinical
governance will establish factors such as effectual safety along with quality systems along with
robust organizational governance processes; safety and quality of care are monitored; and the
organisation response to safety, as well as quality issues suitably. The clinical governance
depends on culture of the organization plus the performance of the employees. Leadership also is
a factor that is evidence in the clinical governance towards creating an effective culture to
promote governance. Like in clinical governance, leadership and culture are instrumental in
corporate governance in making sure that organizations comply with the set standards for the
wellbeing of its stakeholders. Both clinical governance and corporate governance ensures that