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1
Sinclair-Williams, M. J. M. "Disability and safety management systems in TQM and non-TQM organisations". Thesis, University of Surrey, 1998. http://epubs.surrey.ac.uk/844353/.
Testo completoAbstract (sommario):
Historically society has, at various periods in time, protected the health, safety and welfare of those most disadvantaged by using socially based collective mechanisms. Within the United Kingdom the model used to achieve this collective protection has developed from proscription, under the Factories Acts, to a more self-regulatory and risk based approach advocated by Lord Roben's under the Health and Safety at Work etc. Act 1974 and its relevant statutory provisions. The body tasked with providing examples of good practice and regulating the provisions of the Act, The Health and Safety Executive, advocate a management-led model using the principles of total quality management (TQM). This model is one which purports to focus on a systematic and empowered approach by involving all staff in the evaluation and reduction of systematic error within processes throughout the whole organisation. It can be argued that the contemporary disadvantaged are no longer the children of the industrial revolution but are those members of society who seek employment yet are handicapped by society through disability or impairment- the paradigm of disability. This study sought to explore this paradigm of disability and TQM within the context of two contrasting industrial sectors - the engineering and retail sectors. The study sought to break new ground by exploring whether the TQM model, which advocates system totality, reduction in variation and continuous improvement as fundamental principles, does in fact provide improved cognitive adequacy (a construct of institutional responsibility, communication and problem resolution) within the paradigm of disability. The study used a triangulation methodology to collect qualitative data at the individual and institutional level. This involved a number of phases comprising group discussions, focus groups and self-completed questionnaires (n=1135) by economically active disabled, impaired and handicapped individuals and at the organisational level case study analysis (n=8) and self-completed questionnaires (n=2181) by institutional key players. Although the construct of disability is multifaceted, the study concluded that at the individual level a number of factors were perceived to be ranked higher and as such more important to disabled employees in maintaining their health, safety and welfare. These were further classified into 'software' and 'hardware' domains of a safety management system with institutional social support being most important. Social support comprised support, communication and trust and was perceived to be low at the organisational level. At the institutional or organisational level social support can be measured using the theory of cognitive adequacy comprising responsibility, communication and problem resolution. When measured at the organisational level, via the policy domain, cognitive adequacy was once more concluded to be low or absent. These results applied equally to individuals within both the retail and engineering sectors. The study also concluded that, at the organisational level, safety systems which can be categorised as formal did not exist to meet the needs of the disabled within the organisations studied. This was particularly evident at the policy domain level where it was noted that few companies had included provisions for the allocation of specifically defined responsibility and control. However there existed many informal sub-systems which had developed through group dynamics and personal interrelations. In many cases those tasked with operational responsibility were unaware of such sub-systems. There also existed many barriers within the disability paradigm to both the duty holder and disabled employees meeting specific duties under the Health and Safety at Work etc. Act 1974. In particular communication, both verbal and non-verbal, presented the highest ranked barrier to organisations achieving a high cognitive adequacy condition. Each construct was measured using contingency tables and log-linear analysis to determine any association between TQM and non-TQM organisations for the paradigm of disability. Significant differences in data acquisition, performance measurement and problem resolution existed between TQM and Non-TQM organisations. However in relation to the paradigm of disability, the study concluded that the data supported the null hypothesis that, in the context of the paradigm of disability, no significant differences were exhibited between the safety management systems (SMS) of organisations who had adopted TQM and those that had not. Holistically this study has provided a deeper understanding of the complexity of the disabled paradigm and safety provisions at work.
2
Belabbes, Mehdi El. "Les déterminants de la réussite pérenne du management par la qualité totale : cas du groupe CODIM2". Thesis, Corte, 2013. http://www.theses.fr/2013CORT0010.
Testo completoAbstract (sommario):
Notre thèse repose sur le constat, confirmé par les auteurs et les professionnels, que le management par la qualité totale (TQM) est un mode de gestion centré sur la qualité, visant la rentabilité à long terme par la satisfaction des clients et l'amélioration continue de l'ensemble des processus de production. Notre travail a pour objectif d’explorer les déterminants qui assurent la pérennité de la réussite de ce système managérial. En adoptant un mode exploratoire de recherche basé sur une étude clinique, nous avons choisi le groupe CODIM comme un terrain pour effectuer notre étude de cas. Dans cette perspective, notre question de recherche est formulée de la manière suivante :- Quels sont les déterminants de la réussite pérenne du management par la qualité totale ?Nous avons entrepris de répondre à cette interrogation lors d’une recherche en trois phases :• Une phase de conceptualisation qui comprenait une étude approfondie du concept du management par la qualité totale, fondée sur l’expérience des auteurs et sur la littérature existante, ainsi que l’étude des théories et des pratiques liées au TQM.• La seconde phase visait à élaborer un modèle idéal des déterminants de réussite du management par la qualité totale, concrétisé par l'ensemble des variables explicatives de notre question centrale.• La troisième phase consistait à expérimenter notre modèle théorique et à tester nos hypothèses grâce à une étude qualitative suivie d'une étude quantitativeOur thesis is based on the fact, confirmed by the authors and professionals that the total quality management (TQM) is a management focused on quality, for the long-term profitability by customer satisfaction and improving all continuous production process. Our work aims to explore the determinants that ensure the sustainability of the success of the managerial system. By adopting an exploratory search mode based on a clinical study, we chose the CODIM group as a ground for making our case study. In this context, our research question is formulated as follows :- What are the determinants of long-term success of the total quality management ?We set out to answer this question during a search of three phases:• A conceptualization phase that included a thorough study of the concept of total quality management , based on the authors experience and the literature, and the study of theories and practices related to TQM .• The second phase was to develop an ideal model of the determinants of success in total quality management, embodied by the set of explanatory variables in our central issue.• The third phase was to test our theoretical model and test our hypotheses through a qualitative study followed by a quantitative study
3
Elfaituri, Ashref A. "An assessment of TQM implementation, and the influence of organisational culture on TQM implementation in Libyan banks". Thesis, University of Gloucestershire, 2012. http://eprints.glos.ac.uk/2127/.
Testo completoAbstract (sommario):
TQM has become a competitive strategy for organisations and has been widely implemented throughout the world. Over the previous three decades, there has been a dramatic growth globally in the implementation of total quality management (TQM) in many organisations with the aim of improving the quality of their products and services, and meeting customers‘ needs. Although the literature in the field relates the success of many organisations in the implementation of TQM, it also refers to the fact that there have been some failures or shortcomings and barriers to the implementation of TQM. These failures or barriers to adoption and implementation are due not only to a lack of top management commitment or weak understanding of total quality management, but also encompass organisational cultural factors. The purpose of this research is to assess the level of TQM implementation, and to explore the influence of organisational culture on TQM implementation in Libyan banks. In addition, this research identifies the main obstacles that affect the implementation of TQM in Libyan banks. This study uses both quantitative and qualitative methods to achieve the objectives of the research. A questionnaire was designed to determining the level of TQM implementation in Libyan banks, and to identify the causal relationships between factors, in order to explore the influence of organisational culture on TQM implementation. Complimentary semi-structured interviews were conducted with managers and supervisors to gain a greater understanding of some additional issues with regard to TQM practice and organisational culture. The results of data analysis show that the level of TQM implementation in Libyan banks was low. The competing value framework (CVF) as proposed and tested by Denison and Spreitzer (1991) was used to explore the influence of organisational culture types on TQM implementation factors in Libyan banks. The findings showed that group culture and developmental culture had a positive influence on all TQM implementation factors. In addition, hierarchical culture and rational culture did not have any influence on TQM implementation factors in this context. Moreover, the study revealed that some of the obstacles that affected the achievement of a high level of TQM implementation in Libyan banks were: a lack of top management commitment; a lack of training programmes relating to quality management; and a weak focus on customer expectations and satisfaction. The findings of this study make an original contribution to the academic and practical knowledge of TQM. It is the first exploratory study to have assessed TQM implementation, and to have investigated the influence of organisational culture types on TQM implementation in Libyan banks. Besides presenting some recommendations for Libyan banks, the research offers suggestions for further research in this area.
4
Clark, Michael Colin. "The role(s) of ISO 9000 quality management systems in the management of educational institutions : an empirical and theoretical analysis". Thesis, University of Wolverhampton, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.297605.
Testo completo
5
Kandampully, Jaya Anand. "Total quality management through continuous improvement in service industries". Thesis, University of Exeter, 1993. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.294482.
Testo completo
6
Wilson, Marya L. "Total quality management (TQM) at the University Centers". Menomonie, WI : University of Wisconsin--Stout, 2006. http://www.uwstout.edu/lib/thesis/2006/2006wilsonm.pdf.
Testo completo
7
Al-Raisi, Abdullah M. "The feasibility of introducing Total Quality Management into Oman Telecommunication Company (OMANTEL)". Thesis, Sheffield Hallam University, 2000. http://shura.shu.ac.uk/19257/.
Testo completoAbstract (sommario):
Total Quality Management (TQM) and the issues relating to its implementation have been widely discussed and debated in the business and management literature during the last few years, particularly in the West. The implementation of TQM principles, concepts and methods in an organisation has been regarded as a real movement towards transforming its culture and improving its management processes and the quality of its services and products. Nevertheless, available data on TQM implementation within the context of the developing countries are limited or mainly focused on the manufacturing sector. Little research has been carried out on the subject within the service sector, particularly within the telecommunication sector. The issues relating to TQM implementation in this study are investigated within the context of a developing country; namely Oman; more particularly, within the context of the Omani telecommunication sector. Against this background, this study examines the feasibility of introducing TQM into Oman Telecommunications Company (OMANTEL). The study provides an analysis and assesses the extent to which there is a need for TQM implementation in OMANTEL, and the extent to which the company's internal environment is compatible with the tenets of TQM. The study is based on both secondary and primary data analysis. The secondary data are used to delineate the underpinning principles, methods, tools and techniques of TQM and to offer a background to the organisation under investigation. The secondary data were obtained through a survey of TQM literature and the archival data relating to OMANTEL. The primary data were obtained through an empirical study by questionnaire and conducting several interviews within OMANTEL. The primary data obtained are presented to manifest the extent to which it is feasible to introduce TQM in OMANTEL and to offer recommendations that would enhance this feasibility. The secondary data analysis reveals that there are several emerging trends in the Omani telecom sector that entail some changes in OMANTEL. The secondary data analysis reveals that TQM has much to offer to OMANTEL in order to meet those emerging trends. The primary data analysis reveals that there is a limited knowledge and understanding amongst OMANTEL's personnel of TQM and that there is a significant need for TQM implementation in OMANTEL. The primary data analysis reveals that there are some barriers that could be encountered in implementing TQM in OMANTEL; nevertheless, there are some driving forces that could facilitate this implementation. The primary data also reveals that the internal environment of OMANTEL is conductive to implementing the elements, concepts and principles of the proposed TQM framework.
8
Al-Zomany, Yasser M. A. "The acceptability of Total Quality Management in the Islamic culture of Yemen". Thesis, University of the West of England, Bristol, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.249413.
Testo completo
9
Abohimed, Bader. "Identifying some management approaches to total quality management (TQM) within industrial organizations". Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001abohimedb.pdf.
Testo completo
10
Yiu, Chung. "Application of TQM in Hong Kong Government /". Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18836379.
Testo completo
11
Zhang, Zigang. "Quality management for Chinese construction". Thesis, University of Salford, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.366064.
Testo completo
12
Nitek, Kevin W. "Americas [sic] automotive competitiveness and TQM". Online version, 1998. http://www.uwstout.edu/lib/thesis/1998/1998nitekk.pdf.
Testo completo
13
Boloko, Titus Machuene. "An evaluation of total quality management in the chemical industry / Titus Machuene Boloko". Thesis, North-West University, 2009. http://hdl.handle.net/10394/4778.
Testo completoAbstract (sommario):
Globally, there are great efforts made by organisations to improve effectiveness and systems to remain competitive in ever-changing business markets. Total quality management (TOM) has become a philosophy that most companies adopt once they reach a state where it would like to have a system where all efforts are made to satisfy customers or add value to customer experiences. An investigation was done at a South African chemical company to ascertain if important philosophies (continuous improvement, customer focus and winning with people) of TOM, which are found to be related to some of the company values, are taken seriously at all levels of the company.
The company received a number of complaints from customers about the quality of service and goods supplied and it is of utmost importance to investigate if the concept of
TOM is practiced effectively by this company since the implementation of the TOM
programme. The study conducted has shown that the company understands the concept of quality and the impact of quality on customer satisfaction. TOM is useful when it is implemented at all levels in a company and was indeed found to be implemented on all company levels in this company. Management support, employee improvement, employee empowerment, process improvement, training and development, cleanliness and organisation, teamwork as well as customer focus are the TOM practices that were found to be highly rated within the company. Responses showed that management communication should be improved to ensure that everyone in the organisation is fully informed about all developments. From the results, it was concluded that the foundation of effective TOM is being practiced by the company except in a few minor cases and, therefore, more focus should be placed on those cases.Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010
14
Doherty, William. "Assessment and self-assessment of total quality management in organisations using knowledge-based techniques". Thesis, Queen's University Belfast, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.318764.
Testo completo
15
Ferndale, Clint, e n/a. "The true worth of TQM to Army - a model for TQM in the Australian Army : prophecy of fallacy?" University of Canberra. Management, 1990. http://erl.canberra.edu.au./public/adt-AUC20060710.104131.
Testo completoAbstract (sommario):
The philosophy of Total Quality Management (TQM) is
relatively little known in Australia, and does not feature at
policy level in the Australian Army. It has, however, been
adopted by the US Department of Defense (US DoD) and the
Royal Australian Air Force (RAAF), and is being investigated
by the Royal Australian Navy (RAN).
TQM is analyzed as a theory and as an organizational
concept. This is supported by extensive analysis and case
studies from US and Australian organizations. The public and
private sector organizations examined provide indications of
the worth of TQM, guidance for planning and implementation,
and the facility to learn from the experiences of others. TQM
cannot be undertaken without detailed, organizationally specific
preparation and requires pro-active support from the
highest level of the organization.
This paper examines the TQM philosophy and the Australian
Army and proposes a model for the development of TQM as an
integral part of the organizational function of the Army. The
emphasis is on general management, the level that has the
responsibility for structuring and managing the Army in
support of all Army functions.
Research conducted by elements of the US DoD is analyzed
to indicate applicability to the future requirements of the
Australian Army.
The paper argues that general management in the
Australian Army has been affected by organizational changes
over time. A management philosophy is now needed that will
support, into the 21st Century, the values and roles required
by the Army. TQM provides such a basis, and the proposed TQM
Development Model provides in turn a sound basis for further
examination of TQM by the Army.
16
Dias, Maria da Conceicao Loureiro. "Quality management in higher education in Mozambique". Thesis, Bangor University, 1998. https://research.bangor.ac.uk/portal/en/theses/quality-management-in-higher-education-in-mozambique(8b6a2ab3-e3aa-43a4-9448-b9a975c89b7c).html.
Testo completoAbstract (sommario):
This thesis concerns ideas and practices about quality assurance systems, quality enhancement and performance indicators in higher education. The quality of higher education is important in a country's economic and social development and its enhancement is a major objective of any higher education system. There has been an increasing demand for institutions of higher education to be accountable and make their activities more transparent to their consumers and to society as a whole. Therefore, institutions have become more explicit about their aims and the methods used to achieve such aims. Also, the monitoring of inputs, processes and outcomes of a University has now become widely accepted. The context for the study of quality management in higher education is the 'Eduardo Mondlane' University (UEM) in Mozambique. This thesis aims to analyse the quality assurance procedures currently in existence at 'Eduardo Mondlane' University (UEM), to examine recent and ongoing efforts to build capacity, to consider a range of options for increased efficiency and effectiveness, and to make recommendations for quality management at UEM. Examples of British Universities already engaged in quality assurance initiatives are analysed and their relevance to UEM is discussed. This thesis comprises nine chapters. The first chapter contextualizes the thesis by considering the historical background to Mozambique. Chapters two and three discuss styles and strategies of managing quality, and ways of monitoring the performance of educational institutions. Chapter four examines arrangements in selected U.K. Universities for quality assurance. Chapters five to eight outline the methodology used to collect the research evidence and discuss the main results from the survey research conducted at UEM. Four main aspects of quality assurance at UEM form the focus of the research: the quality assurance of admission procedures, the quality assurance of teaching and learning, the quality assurance of student development and support, and a framework for quality enhancement. The concluding chapter presents a summary of the main findings as well as recommendations for quality enhancement at UEM. A list of performance indicators is provided along with suggestions for further research on quality assurance at UEM.
17
Hodder, Carl Alexander. "Quality management system development". Thesis, University of Canterbury. Engineering Management, 2013. http://hdl.handle.net/10092/7443.
Testo completoAbstract (sommario):
With Chiptech’s current growth rate and size it has become necessary to develop a Quality Management System to enable repeatability, meet customer demands, and protect Chiptech from staff turnover. ISO 9001 was identified as a base for development, with the imperative that the system identified and developed must deliver value for Chiptech. Several frameworks were investigated, along with journal articles and discussions with industry members in order to determine the aspects that would deliver value, and determine the key success factors. Two factors were identified as critical: employee involvement, and the utilisation of metrics – both of which were leveraged for the project results and recommendations.
The systems developed have already proved they offer benefits, however, in order to maintain performance Chiptech must a) keep evaluating the measured results, b) ensure that quality forms an integral part of the organisational culture and, c) continue the systematic approach of continual improvement.
18
Mistry, Virendra. "Motivation and quality management in academic library and information services". Thesis, University of Sheffield, 2001. http://etheses.whiterose.ac.uk/3500/.
Testo completoAbstract (sommario):
As management fashions go, few have been more pervasive than Quality Management Systems (QMS) like Total Quality Management (TQM) and BS EN ISO 9000 (ISO 9000). Their prominence was fuelled by a mixture of ideological and economic considerations as, by the early to mid-1990s, many organisations were keen to indicate that they were active participants of the `quality revolution'. The exponential growth of interest in QMS was reflected in the library literature although only a small percentage of academic library and information services (LIS) subscribed to the systems. The thesis examines the relationship between QMS and motivation in such organisations. It ventures beyond the benign vision of the `quality gurus' by critically considering the relevance QMS might have for understanding contemporary developments within the organisation and management of academic LIS. The investigation determined that the quality of implementation is a key factor. In addition to senior management commitment, staff are motivated to QMS if there are accompanying changes in communication and training. The more successful LIS were those that did not treat staff as if they were barriers to change, but involved them in the process of implementation. While there were many stated improvements it was discovered that many of the `new' practices within the QMS LIS were not dissimilar to many of the initiatives in their non-QMS LIS counterparts. The investigator identified factors that also limit QMS as a framework for motivation and posits that the crux of the problem can be traced to the concept of `quality' itself. As a self-evident good, workers become morally bound to quality, which enhances their own exploitation. There was evidence that managers can use this legitimating device to quell resistance, via peer pressure, and instil cultural homogeneity.
19
Litie, Njie Thaddeus, Fon Linus Teku e Gbolahan Awomodu. "Top management commitment and Empowerment of employees in TQM implementation". Thesis, Högskolan i Borås, Institutionen Ingenjörshögskolan, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-18933.
Testo completoAbstract (sommario):
Top management commitment and employees empowerment is one of the most important and vital principle in total quality management, because it is often assumes to have a strong relationship with customer satisfaction. In TQM implementation top management commitment in creating an organizational climate that empowers employees is very imperative. Thus, this can be achieved with top management commitment in training employees and giving employees opportunities to be responsible for the quality of their work. TQM strategy brings about a turn around in corporate culture as compared to the old traditional system of management in which the top management simply give orders and the employees merely obey them. In this study we’ll show that TQM objective of quality improvement and customer satisfaction can be better achieve if the top management are committed to empower employees to be responsible for the quality of their work and also empowerment in relation to decision making authority and process. We’ll as well show that empowerment in TQM brings about a flattened organizational chart where there is a shared responsibility between the managers and the employees. Despite some arguments put forward by some researchers to criticize employee empowerment, we’ll as well show that employees’ empowerment and improved level of job satisfaction can be facilitated by top management leadership and commitment to the goal of customer satisfaction in TQM organization.Uppsatsnivå: D
20
Xu, Qi. "The making of total quality management (TQM) : a supplementary examination". Thesis, Durham University, 1997. http://etheses.dur.ac.uk/980/.
Testo completo
21
Kelemen, Mihaela Ligia. "The role of leadership in achieving total quality management in the UK service sector : a multi-paradigm study". Thesis, University of Oxford, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.307211.
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22
Svensson, Magnus. "TQM-based self-assessment in educational organisations". Licentiate thesis, Luleå, 2002. http://epubl.luth.se/1402-1757/2002/12/index.html.
Testo completo
23
Yiu, Chung, e 姚忠. "Application of TQM in Hong Kong Government". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31268456.
Testo completo
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Joshi, Abhir Anil. "Impacts of Leadership on TQM in Food Industry in India". TopSCHOLAR®, 2018. https://digitalcommons.wku.edu/theses/2072.
Testo completoAbstract (sommario):
To improve an organizations competitive edge, leadership has adopted a conventional and organized approach known as TQM to improve the quality of its products and services. Implementation of TQM varies from one organization to another. This study determined the various impacts of leadership on TQM in the food industry in India. The continuous decrement of India's economy has led organizations to hire nonskilled people who lack the basic knowledge of the process and thus do not work efficiently and thus ensuring failure of TQM. Another problem faced was the lack of a healthy management which ensures a positive environment and boosts morale of the people. This study gave an idea about the organizational culture and characteristics, the issues it faced while implementing TQM due to lack of an effective leadership, the linkage between the leadership and TQM policies. Data was collected with the help of a questionnaire survey from the people involved in the industry and thus the results from the survey were analyzed and used to answer the research questions.
25
Joss, Richard. "An evaluation of total quality management projects in the National Health Service". Thesis, Brunel University, 1998. http://bura.brunel.ac.uk/handle/2438/1393.
Testo completoAbstract (sommario):
This thesis sets out to account for the relative failure of Total Quality Management (TQM) experiments installed in the NHS between 1990 and 1994. In the study, only two NHS pilot sites in a large sample of hospitals and community services were found to have made significant progress on implementing TQM. Whilst most of these TQM sites made more progress on structured quality improvement than a group of non-TQM NHS quasi-controls, all were outperformed by two commercial TQM companies in the sample. The analysis is based on 850 semi-structured interviews carried out with a wide range of staff as well as documentary analysis, non-participant observation, and feedback workshops at selected sites. In accounting for the results, the thesis tests eight propositions about the application of rationalistic private sector models of change to a complex public sector organisation like the NHS. The analysis demonstrates the limitations of such approaches when they are not adapted to take account of the technical, systemic and behavioural differences between the two sectors. It can also be said that funding for the NHS experiments, whilst substantial, was an order of magnitude lower than that in the commercial companies. Similarly, support both centrally and locally in the NHS was not sufficient to provide for rigorous pre-planning and monitoring of progress. Numerous other changes being made at the same time were mostly incompatible with TQM principles and hindered progress on coherent change. Leadership commitment to, and understanding of, TQM was much weaker in the NHS than in the commercial companies. The requirement to move towards collective, userdefined, measures of quality met with opposition from staff groups who were used to their own individualistic and professional conceptions of quality. This led to NHS TQM sites being unable to demonstrate the organisation-wide changes that are said to be hallmarks of TQM.
26
Nwabueze, Uche. "An analysis of the feasibility of developing a generic model for the implementation of total quality management within the National Health Service". Thesis, Sheffield Hallam University, 1995. http://shura.shu.ac.uk/3112/.
Testo completoAbstract (sommario):
This is an exploratory case study evaluating the process of TQM implementation in the 23 TQM demonstration sites in the NHS. These sites were set up in 1989 by the Department of Health as centres of excellence for the implementation of TQM. An earlier study' evaluating TQM in the NHS failed to adequately contextualise the reasons for the argument that orthodox TQM has failed in the NHS. Against this background, it became necessary to carry out an extensive reassessment of TQM initiatives in the NHS. The central thrust of the study involves the identification of: i.the differing modes of implementation of TQM across the sites; ii.the difficulties managers were encountering in the implementation of TQM - barriers to the implementation of TQM; iii.the critical key success factors for the successful implementation of TQM in theNHS; and, iv.based on empirical evidence seeks to determine whether a specific model of TQM is required in the NHS. As Francis Bacon noted, 'if anyone wants to understand nature, he has to study nature rather than base their understanding on Aristotle's postulations of nature. This is because Aristotle did not understand nature, his ideas about nature were not empirically determined'2 Hence, to gain a conceptual understanding of TQM, it is necessary to understand 'implementation' and not base understanding on the outmoded ideas of the Gurus, whose philosophies are not grounded in empirical data. Thus, the TQM literature is inundated with TQM models that are based on anecdotal evidence and the personal prescriptions of TQM writers'. This situation has led to a call by a number of writers' for an empirically determined implementation model for TQM; particularly in the healthcare setting. To determine whether such a model is required in the NHS, this exploratory study used a unique combination of qualitative and quantitative data to sample 23 Quality Managers at the 23 TQM sites in order to provide an accurate rendition of the TQM process in the NHS. The study makes a valid contribution to the quality literature, by contending that TQM has not failed in the NHS as earlier suggested by one stud?, but is yet to be tried. Allegations of failure arise from improper implementation, which is itself symptomatic of the lack of a context-specific model for the implementation of TQM in the NHS. The conclusion was reached from a number of perspectives: (1) the critique of current TQM literature which is based on the personal ideas of quality management proponents (Chapter Three). (2) a reconceptualisation of the implementation of TQM. The study suggests that the traditional paradigms of TQM lack adequate contextualisation. They only provide answers for the "what" of TQM in the form of step-by-step approaches, or of TQM as a vehicle for culture change, without providing the practising manager with the 'how' of the implementation process. This apparent limitation, the author suggests, makes TQM orthodoxy inappropriate to deal with the complexities of the NHS (Chapter Four). (3) the study also found that the suggestions in the literature that the barriers to the implementation of TQM have generic applicability across organisations is a misnomer. In most of the hospitals the difficulties that quality managers were facing were specific to the organisational context (Chapter Five). (4) seventeen critical success factors were identified as valid and specific to the NHS. These factors, unlike the 'Ten Critical Success Factors' identified by Black6 are of equal importance for the implementation of TQM and are not categorised on a scale of importance (Chapter Seven). In the final analysis, the study, as a major contribution to knowledge in the quality management field, provides the first empirically determined context specific model for the implementation of TQM in the NHS. The model represents the first problem specific model validated by the experiences of fifteen quality managers in the NHS. It provides an empirical understanding of the 'nature' of the implementation of TQM within the confines of the British National Health Service. In addition, a measurement framework to monitor the progress of TQM at various stages of the implementation process is offered (Chapter Seven).
27
Ingelsson, Pernilla. "Creating a Quality Management Culture : Focusing on Values and Leadership". Doctoral thesis, Mittuniversitetet, Avdelningen för kvalitetsteknik, maskinteknik och matematik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:miun:diva-18315.
Testo completoAbstract (sommario):
When applied successfully, the QM initiatives TQM and Lean enhance an organization´s ability to meet and exceed the expectations of the customers as well as co-workers and other stakeholders. There are however also QM initiatives that fail and one reason for this is the organization’s inability to create a supportive culture, a culture that rests on a number of values which aim at improving the quality and thereby customer satisfaction. Even though this is known by both practitioners and researchers, little has been written on how to achieve a QM culture in practice and there are not many methodologies and tools designed directly with purpose of creating this culture. In addition, the measurements used for monitoring organizational success focus mainly on ‘hard’ process or financial measures such as lead-time reduction and operating income. The purpose of this thesis has been to ‘examine how a strong organizational culture can be created and to contribute with knowledge about how to create and measure a QM culture’. To fulfill this purpose, a number of case studies have been carried out and a questionnaire has been developed in order to measure the presence and importance of a number of QM values. The research presented in this thesis reinforces the fact that culture is an important factor to take into account when applying QM initiatives. A structured way of working with culture and the development of a strategy on how the culture in the organization will be changed is needed. This in combination with methodologies and tools aiming directly at enhancing a QM culture. The research also shows that the relationship between organizational culture, values and behaviors needs to be considered when working to create a strong QM culture. Most of the methodologies and tools found in the case studies aim directly at reinforcing the ‘right’ behaviors in the organization, hence enhancing the underlying values. For instance, the way an organization works with selection, e.g. recruitment and promotion, based on behaviors rather than documented merits is one methodology found in the research. The leadership was found to be important when it came to building or strengthening the culture. Managers are considered key players and need to act as role models, displaying the desired behaviors themselves. The managers need to be present among their co-workers and aware of how their own actions affect the possibility to build a strong QM culture. Another conclusion drawn is the need to measure the ‘softer’ side of QM. One starting point when applying a QM initiative should be the assessment of the existing culture in the organization as a complement to the ‘harder’ measures. The research presented in this thesis suggests that the questionnaire that has been developed could be an appropriate tool for this purpose. If the existing culture in an organization does not support the values within QM, the behaviors of managers and co-workers that are needed to improve quality and thereby customer satisfaction could be hard to achieve.Framgångsrikt tillämpade kan kvalitetsledningsinitiativ (QM initiativ) som TQM och Lean förbättra organisationers förmåga att möta och överträffa kundernas likväl som medarbetarnas och andra intressenters förväntningar. Det finns dock QM initiativ som misslyckas och en av anledningarna är oförmågan att skapa en stödjande kultur. En kultur som vilar på ett antal värderingar med syfte att förbättra kvaliteten och därmed kundtillfredsställelsen. Även om detta är känt av både praktiker och forskare så finns det inte mycket skrivet om hur man uppnår denna kultur i praktiken. Dessutom finns få utvecklade metoder och verktyg som syftar direkt till att skapa en QM kultur. Förutom detta så är de flesta mätningar som används för att följa organisationers utveckling främst av det hårda slaget, dvs. finansiella eller processorienterade mätningar t.ex. ledtidsreducering och rörelsekapital. Syftet med den här avhandlingen har varit att "undersöka hur en stark organisationskultur kan skapas och att bidra med kunskap om hur man kan skapa och mäta en kvalitetsledningskultur". För att uppfylla detta syfte har ett antal fallstudier genomförts och en enkät har utvecklats för att mäta förekomsten och betydelsen av ett antal QM värderingar. Den forskning som presenteras avhandlingen stärker det faktum att kulturen är en viktig faktor att ta hänsyn till vid tillämpningen av QM initiativ. Det finns ett behov av ett strukturerat arbetssätt för att påverka kulturen samt att utveckla en strategi för hur kulturen i organisationen ska kunna skapas. I kombination med detta så finns även att behov av metoder och verktyg som syftar direkt till att stärka QM kulturen. Forskningen visar också att sambandet mellan organisationskultur, värderingar och beteenden måste tas i beaktning när man arbetar för att skapa en stark kultur. De flesta metoder och verktyg som påträffats i fallstudierna syftar direkt till att stärka "rätt" beteenden i organisationen, och därigenom förstärka de underliggande värderingarna. Även ledarskapet är viktigt när det gäller att skapa eller stärka kulturen. Chefer är nyckelaktörer och måste agera som förebilder och själva uppvisa önskade beteenden. Hur organisationer arbetar med urval, dvs. rekrytering och befordran, baserat på beteenden snarare än dokumenterade meriter är en metod som påträffats i forskningen. En annan metod funnen är ”storytelling” som kan användas för att återberätta historier från organisationen som visar på beteenden som stärker önskade värderingar. En slutstats som dras är att det finns ett behov av att mäta de ”mjukare” sidorna av QM. Utgångsläget vad gäller den befintliga kulturen när man ska tillämpar QM initiativ bör mätas för att komplettera de ”hårdare” mätetalen. Forskningen som presenteras i avhandlingen visar att den enkät som utvecklats skulle kunna användas som ett verktyg för att göra dessa mätningar. Antingen för att mäta utgångsläget innan man börjar tillämpa Lean eller TQM eller som ett sätt att kontinuerligt följa upp och behålla fokuset på värderingar och kulturen i en organisation. Om kulturen som råder i en organisation inte stödjer QM värderingar kan det vara svårt att få de beteenden från chefer och medarbetare som krävs för att förbättra kvaliteten och därmed kundnöjdheten.
28
Seraphim, Danièle. "Implementing TQM principles in a construction company in the U.A.E". Thesis, University of South Wales, 2006. https://pure.southwales.ac.uk/en/studentthesis/implementing-tqm-principles-in-a-construction-company-in-the-uae(2830be39-35ba-4b7d-b623-3cd4dff32103).html.
Testo completoAbstract (sommario):
The thesis is concerned with the implementation of Total Quality Management principles in a construction company in the United Arab Emirates. Three case studies regarding the progress of TQM implementation in the concerned company are highlighting successes, failures and difficulties, and are assessing results through the review of Key Performance Indicators set by the organisation. Progress in TQM implementation is externally confirmed by recognitions granted by a governmental TQM award body. Critical Success Factors, as identified through Total Quality Management literature review, are reviewed in the light of the TQM implementation experience of the company considered, and recommendations and guidelines for similar organisations are drawn from this experience.
29
Guimaraes, Miguel Dantas Terra Machado. "An attempt at TQM ( a motivation case study)". Thesis, University of Macau, 1999. http://umaclib3.umac.mo/record=b1636716.
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30
Robinson, Leigh A. "The introduction of quality management to Local Authority leisure services". Thesis, Loughborough University, 1999. https://dspace.lboro.ac.uk/2134/27625.
Testo completoAbstract (sommario):
In the last decade, local authority leisure managers of the United Kingdom have operated in a constantly changing environment brought about by legislation, an ongoing increase in competition and increasing consumerism. Public sector leisure professionals have had to develop management strategies that not only allowed them to conform to legislative changes, but were flexible enough to respond to rapid increases in competition and customer expectations. One of the responses to this changing context has been the introduction of quality programmes into the management of public leisure facilities. This thesis establishes and investigates the rationale for the use of quality management as a management strategy within the public leisure sector. The research has three key objectives. (1) To establish what senior local authority leisure professionals consider to be the influences on the use of quality and quality programmes in local authority leisure facilities. (2) To establish how senior local authority leisure professionals conceptualise quality and quality management. (3) To establish what role these professionals played in the adoption of quality programmes within their local authority leisure facilities.
31
Ahmed, Syed Mahmood. "An integrated total quality management (TQM) model for the construction process". Diss., Georgia Institute of Technology, 1993. http://hdl.handle.net/1853/21543.
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32
Johnston, Larry Wayne. "The TQM coordinator as change agent in implementing Total Quality Management". Thesis, Monterey, California. Naval Postgraduate School, 1989. http://hdl.handle.net/10945/27312.
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33
Lourenço, Caio Marcelo. "Relacionamentos existentes entre a Total Quality Management (TQM) e Cultura Organizacional". Universidade de São Paulo, 2017. http://www.teses.usp.br/teses/disponiveis/18/18157/tde-08052017-113255/.
Testo completoAbstract (sommario):
O propósito deste trabalho é identificar, através da investigação de estudo de caso, como as características culturais melhor se relacionam a cada um dos princípios do TQM. Nas últimas décadas, a gestão da qualidade passou por uma mudança singular. Pela primeira vez, a diretoria executiva das empresas começou a demonstrar interesse por esta matéria. Sob o título de Total Quality Management (TQM), a gestão da qualidade passou a apresentar importância estratégica para as organizações. Como consequência, princípios gerenciais integraram a gestão da qualidade aumentando a relevância da Cultura Organizacional. Entretanto, apesar do reconhecimento acerca da importância do papel da Cultura Organizacional, faltam estudos que examinem profundamente os relacionamentos existentes entre Cultura Organizacional e gestão da qualidade. A partir de uma revisão sistemática sobre a interface entre gestão da qualidade e Cultura Organizacional foram identificadas como as abordagens mais utilizadas o Competing Values Framework (CVF) e as Dimensões Culturais de Hofstede. Desse modo, foi estabelecido o estudo de caso como procedimento técnico de abordagem qualitativa, a fim de buscar por resultados aprofundados. Como resultado foram constatadas divergências a partir comparações das Dimensões Culturais entre os ambientes escritório/fábrica e os quatro níveis hierárquicos. Evidenciando a existência de subculturas na empresa. Por fim, apresentou-se os relacionamentos observados entre cada um dos sete princípios do TQM e as Dimensões Culturais. Este trabalho contribui para propor novas perspectivas e insights a fim de elucidar as relações entre cultura e gestão da qualidade.The purpose of this study is to indentify, through case study research, how cultural characteristics relate to each of TQM elements. In the last decades quality management went through a singular change, for the first time the executive board began to demonstrate concern about this quality. Under the title of Total Quality Management (TQM) the quality management started to present strategic importance for organizations. As a consequence, managerial elements became part of quality management, increasing the organizational culture relevance. Nevertheless, despite the knowledge about the importance of organizational culture role, there are few studies that examine deeply the links between organizational culture and quality management. From a systematic review on the interface between quality management and organizational culture we identified that Competing Values Framework (CVF) and Hofstede\'s cultural dimensions are the most common methods. Thereby, the case study was established as a technical procedure of qualitative approach, in order to search deeper results. As a result differences were found on Cultural Dimensions comparisons between office/factory environments and four hierarchical levels. Evidencing the subcultures existence at the company. Finally, the relationships observed between each of the seven TQM principles and the Cultural Dimensions were presented. This research contributes to propose new perspectives and insights in order to elucidate the relationship between culture and quality management.
34
Rabih, Joyce. "TQM implementation in health care : a proposed framework". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ39974.pdf.
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35
Helper, Susan, e David Levine. "A Quality Policy for America". Annual Sponsors Meeting - Toronto, 1995. http://hdl.handle.net/1721.1/1795.
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36
Kehoe, Dennis Frederick. "The parametric modelling of quality development within manufacturing organisations". Thesis, University of Liverpool, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.321145.
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37
Kampouridis, Georgios. "A holistic approach to total quality management within small and medium size Greek manufacturing companies". Thesis, Staffordshire University, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.343708.
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38
Kirk, John A. "TQM in the rubber industry : "a case study on organisational change"". Thesis, University of Glasgow, 1998. http://theses.gla.ac.uk/1612/.
Testo completoAbstract (sommario):
Total Quality Management (TQM) has been established in the western world for over 15 years, yet attempts to implement it have reported mixed success. Although the technique adopts a planned prescriptive approach to change, organisations have not found it so easy to implement and to achieve the expected benefits. This thesis attempts to identify the factors, which influence both the implementation and success of TQM, and to establish whether TQM actually improves business performance. The aim of the study is to reach a better understanding of the most important influences on TQM, and thereby provide some insights into the reasons for its apparent low success rate. Six international manufacturing plants belonging to the Gates Rubber Company have been selected for this case study on organisational change. Part one provides a historical review of the Gates Corporation and the quality initiatives, in order to understand the background to the research. Chapter three selectively reviews the current literature on organisational changes and discusses some of the theories and models relevant to our area of study. In chapter four we cover the area of TQM and in chapter five we develop a theoretical framework for the empirical analysis, based on the incentive, receptivity and ability factors identified. Chapter six discusses the methodology adopted to capture the data. This is followed by an overview of each of the plants involved in the study. Part two, chapter seven, presents the results of the survey of the six manufacturing plants, located throughout the USA and Europe, in an attempt to identify the factors influencing TQM and discusses the correlation between TQM adoption and performance success. The research suggests that the incentive to change, the receptiveness of the environment of change and the ability of management to cope with change, are all major factors of influence on the success of a TQM programme. The thesis identifies four plants which appear to fit the hypotheses that successful TQM implementation results in improved performance, albeit selective measures, and that poor implementation results in poor selective performance. Two plants do not fit the hypothesis and are discussed in part three.
39
Dahlgaard, Su Mi Park. "The human dimension in TQM : learning, training and motivation /". Linköping : Ekonomiska institutionen, Univ. [distributör], 2001. http://www.bibl.liu.se/liupubl/disp/disp2002/man55s.pdf.
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40
Rampa, SH. "A customised total quality management framework for schools". University of South Africa Press, 2010. http://encore.tut.ac.za/iii/cpro/DigitalItemViewPage.external?sp=1001183.
Testo completoAbstract (sommario):
Abstract
Research has revealed that many of the historically disadvantaged schools in South
Africa experience difficulty in implementing policies aimed at restoring the quality of
teaching and learning. The difficulty has been attributed to several factors such as
poor conceptualisation and implementation of quality management systems at school
level. This article reports on empirical research that investigated the possibility of applying
Total Quality Management principles in schools for the purpose of restoring the
culture of learning and teaching. Data was collected through qualitative and quantitative
methods in selected schools situated in the Tshwane North District. The findings
revealed that there is a gap between what is provided in the policy framework on the
management of quality teaching and learning. It is recommended that in order to fill
the gap, schools need to apply customised principles of Total Quality Management.
The primary aim of this research was to develop such an integrated framework that
is not only theoretically sound but that has been customised for schools’ contexts and
conditions.
41
Gundogan, Mete. "An implementation model of a quality management information scheme for cellular manufacturing environments". Thesis, Cranfield University, 1995. http://dspace.lib.cranfield.ac.uk/handle/1826/4181.
Testo completoAbstract (sommario):
As today's global competition grows in manufacturing industries companies are forced to work smart in all areas of operations, starting with suppliers and ending with customers. This competition in general requires firms to improve market responsiveness, product quality, use computerised information systems for production planning and control, have more rapid changeovers, reductions in setup times, work-in-progress reduction and hence throughput time reduction. In order to accomplish these formidable tasks, there are a number of management philosophies available for manufacturing companies. These include just-in-time, flexible manufacturing systems, computer integrated manufacturing, total quality management, concurrent engineering. Implementation of these philosophies, however, requires mass mobilisation encompassing many areas of operations such as production, sales and marketing, suppliers, finance, customer servicing, product design and method engineering, maintenance, personnel and training, etc. This thesis details a study which evaluates the total quality management philosophy in cellular manufacturing environment. Following this evaluation, a quality management information scheme, which is structured and integrated, has been produced using the Manufacturing Systems Analysis and Design Method. In order to manage smoothly this mobilisation and incorporate the scheme to other integrated functional areas, a new approach namely the Activity Based Implementation (ABI) has also been produced. Justification of the model from various points of view has shown that the model is expected to address a considerable gap in the area concerned. The model was designed to be used as an integrated part of a system or as a stand-alone scheme by quality practitioners, the management board of organisations implementing TQM and quality management researchers.
42
al-Sabahy, Abdullah Saif Ahmed. "An evaluation of the problems associated with the implementation of total quality management in Oman and U.A.E". Thesis, University of Wolverhampton, 1999. http://hdl.handle.net/2436/88278.
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43
Lai, Ho-yan. "Evaluation of effectiveness on total quality management (TQM) in private property management industry in Hong Kong /". View the Table of Contents & Abstract, 2007. http://sunzi.lib.hku.hk/hkuto/record/B38026739.
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44
Lai, Ho-yan, e 黎可欣. "Evaluation of effectiveness on total quality management (TQM) in private property management industry in Hong Kong". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2006. http://hub.hku.hk/bib/B45008905.
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45
Flores-Molina, Jose C. "A Total Quality Management Methodology for Universities". FIU Digital Commons, 2011. http://digitalcommons.fiu.edu/etd/375.
Testo completoAbstract (sommario):
This research document is motivated by the need for a systemic, efficient quality improvement methodology at universities. There exists no methodology designed for a total quality management (TQM) program in a university. The main objective of this study is to develop a TQM Methodology that enables a university to efficiently develop an integral total quality improvement (TQM) Plan.
Current research focuses on the need of improving the quality of universities, the study of the perceived best quality universities, and the measurement of the quality of universities through rankings. There is no evidence of research on how to plan for an integral quality improvement initiative for the university as a whole, which is the main contribution of this study.
This research is built on various reference TQM models and criteria provided by ISO 9000, Baldrige and Six Sigma; and educational accreditation criteria found in ABET and SACS. The TQM methodology is proposed by following a seven-step meta-methodology. The proposed methodology guides the user to develop a TQM plan in five sequential phases: initiation, assessment, analysis, preparation and acceptance. Each phase defines for the user its purpose, key activities, input requirements, controls, deliverables, and tools to use. The application of quality concepts in education and higher education is particular; since there are unique factors in education which ought to be considered. These factors shape the quality dimensions in a university and are the main inputs to the methodology.
The proposed TQM Methodology is used to guide the user to collect and transform appropriate inputs to a holistic TQM Plan, ready to be implemented by the university. Different input data will lead to a unique TQM plan for the specific university at the time. It may not necessarily transform the university into a world-class institution, but aims to strive for stakeholder-oriented improvements, leading to a better alignment with its mission and total quality advancement.
The proposed TQM methodology is validated in three steps. First, it is verified by going through a test activity as part of the meta-methodology. Secondly, the methodology is applied to a case university to develop a TQM plan. Lastly, the methodology and the TQM plan both are verified by an expert group consisting of TQM specialists and university administrators. The proposed TQM methodology is applicable to any university at all levels of advancement, regardless of changes in its long-term vision and short-term needs. It helps to assure the quality of a TQM plan, while making the process more systemic, efficient, and cost effective. This research establishes a framework with a solid foundation for extending the proposed TQM methodology into other industries.
46
Goh, Phaik Lan. "The implementation of total quality management in small and medium enterprises". Thesis, University of Sheffield, 2000. http://etheses.whiterose.ac.uk/3497/.
Testo completoAbstract (sommario):
Oakland (1989b) argues that following the Industrial Revolution in the 19th century we are presently in the midst of the quality revolution. In the United Kingdom quality took on a new significance in 1979 with the publication of the British Standard for Quality BS5750. Since that date the Department of Trade and Industry (DTI) has been actively promoting quality improvements. In 1989, the DTI specially supported the implementation of Total Quality Management (TQM) in its Managing in the `90s Program. The benefits of TQM are widely recognised following reports of its successful implementation in many large companies. It has led to these companies becoming highly competitive both locally and internationally through the production of quality products that meet customer requirements at the lowest cost, significantly increasing their market share and profitability. As part of the Sheffield Regeneration effort, this thesis examines the current position of Small and Medium manufacturing Enterprises (SMEs) in Sheffield. The thesis aims to facilitate the implementation of TQM in SMEs by enabling them to benchmark their progress. The thesis examines three hypotheses: 1. SMEs do not understand the definitions or implications of TQM. 2. SMEs can be encouraged to implement TQM by a combination of training and mentoring (Uncle Concept). 3. It is possible to benchmark management styles and the relative position of a company on route to TQM using the biological classification system, Cladistics. The characteristics of SMEs and principles of TQM were closely researched to develop a TQM model based on 5 Pillars that would specifically cater to the needs of SMEs. A questionnaire was developed based on these 5 Pillars to assess the level of TQM implementation in 30 Sheffield and 10 Singapore manufacturing SMEs. The survey results based on interviews with senior management confirmed the first hypothesis that SMEs do not understand the definitions or implications of TQM. This led to the second hypothesis that SMEs can be encouraged to implement TQM through a Framework comprising a combination of training and mentoring (Uncle Concept) by a company that had already implemented TQM. The TQM Framework was applied to six SMEs in South Yorkshire. Customer and Employee surveys conducted as the prerequisite to TQM implementation provided valuable information to the companies about actions they needed to undertake in their implementation programme. All six companies proceeded to TQM Facilitator Training which was conducted by Avesta Sheffield Limited, who having successfully implemented and sustained TQM fulfilled the role of the Uncle. However, the second hypothesis was proved to be incorrect. The companies ‘cherry picked' facets of TQM and the implementation programs failed in each case. This thesis also reviews the evolution of management styles through a study of management pioneers and their principles and theories on management, organisation structures and motivation. The evolution of the bureaucratic, authoritarian and impersonal management style of Frederick W. Taylor to the flexible, open and participative management style of TQM was applied to the classification technique Cladistics to determine if it was possible to benchmark management styles and the relative position of a company along its route to TQM (Hypothesis 3). A Management Style Survey Questionnaire was developed and a structured interview was conducted with ten companies from South Yorkshire and one company from Japan. The results supported Hypothesis 3.
47
Coyle-Shapiro, Jacque. "The impact of a TQM intervention on work attitudes : a longitudinal case study". Thesis, London School of Economics and Political Science (University of London), 1996. http://etheses.lse.ac.uk/64/.
Testo completoAbstract (sommario):
Total Quality Management (TQM) has been heralded as a new way of managing organizations. While there are widespread endeavours by organizations to implement TQM, a visible lag exists between the adoption of TQM and a systematic evaluation of this phenomenon. The thesis, therefore, addresses a fundamental question in TQM; what is the impact, if any, of a TQM intervention on employee work attitudes? This 'before and after study' examines the impact of a 'soft' TQM intervention on two key elements of TQM: teamwork and continuous improvement. A questionnaire was completed by respondents six months prior to and nine months after the launch of the intervention. The starting point in the evaluation is the development of theoretical models containing hypothesized antecedents of teamwork and continuous improvement which are empirically tested on the data. The intervention is then evaluated on the basis of its direct and indirect effects on the two key elements of TQM. In addition, the impact of the intervention is assessed both at the individual and the organizational level. At the individual level, the intervention was found to have a significant effect on team orientation as well as on a number of dimensions of continuous improvement, including general orientation to quality, improvement as part of the job and intrinsic motivation. However, a significant overall improvement at the organizational level was not evidenced in any of these variables. This raises the possibility that a longer time lag may be required for the individual level effects to develop into an overall organizational improvement. Additional important findings emerged from this evaluation. First, a consistent finding throughout is the importance of supervisory behaviour in affecting employee attitudes. Second, employee assessment of the intervention is a more significant predictor of subsequent changes than employee participation in the intervention per se. Finally, the prior experience and attitudes of individuals have a significant effect on how the intervention is assessed, which subsequently affects changes in attitudes, highlighting the fact that organizational change interventions do not occur in a vacuum.
48
Pearse, Jane Elizabeth. "Factors that impede the adoption of TQM in Professional Scientific Organisations". Thesis, University of Brighton, 1997. https://research.brighton.ac.uk/en/studentTheses/46f01eeb-8cc0-48c3-bc37-6dcbeb2eba18.
Testo completoAbstract (sommario):
This thesis reports on the implementation of TQM in the unusual environment of two Professional Scientific Organisations. An action research case study was concluded in the first organisation which had implemented an unconventional form of TQM. A corroborating case study was conducted in the other which had implemented "traditional" TQM.
49
Ma, Hok-hon Leonard. "Evaluation and implementation of service quality (TQM) in (Royal) Hong Kong Police /". Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18837001.
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50
Lilly, John. "The complex relationship between quality assurance interventions and effective school improvement". Thesis, University of Oxford, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.365541.
Testo completo