Organizational Learning and Continuous Quality Improvement: Examining the Impact on Nursing Home Performance

2002 ◽  
Vol 15 (2) ◽  
pp. 17-23 ◽  
Author(s):  
Kent V. Rondeau ◽  
Terry H. Wagar
Keyword(s):  
Quality Improvement ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Continuous Quality Improvement ◽  
Successful Implementation ◽  
Total Quality ◽  
Term Care ◽  
Continuous Quality ◽  
The Impact

Interest is growing in learning more about the ability of total quality management and continuous quality improvement (TQM/CQI) initiatives to contribute to the performance of healthcare organizations. A major factor in the successful implementation of TQM/CQI is the seminal contribution of an organization's culture. Many implementation efforts have not succeeded because of a corporate culture that failed to stress broader organizational learning. This may help to explain why some TQM/CQI programs have been unsuccessful in improving healthcare organization performance. Organizational performance variables and organizational learning orientation were assessed in a sample of 181 Canadian long-term care organizations that had implemented a formal TQM/CQI program. Categorical regression analysis shows that, in the absence of a strong corporate culture that stresses organizational learning and employee development, few performance enhancements are reported. The results of the assessment suggest that a TQM/CQI program without the backing of a strong organizational learning culture may be insufficient to achieve augmented organizational performance.

scholarly journals TQM: The Quality Imperative

1991 ◽  
Author(s):  
William Smitley ◽  
Teri Yanovitch
Keyword(s):  
Quality Improvement ◽  
Quality Management ◽  
Total Quality Management ◽  
Continuous Quality Improvement ◽  
Successful Implementation ◽  
Senior Executive ◽  
Total Quality ◽  
Continuous Quality ◽  
Tools And Techniques

A wide variety of methods, tools, and techniques currently exist to assist companies enhance quality. However, many of them do not bring about substantiative improvement. The reasons are varied but usually begin with a lack of senior executive commitment and leadership. This paper explores the concepts and actions that are needed to change the culture of an organization to one of continuous quality improvement. It provides the outline for successful implementation of Total Quality Management (TQM) in any corporation. Paper published with permission.

The impact of organizational storytelling on organizational performance within Jordanian telecommunication sector

2020 ◽  
Vol 32 (5) ◽  
pp. 335-361
Author(s):  
Naser Khdour ◽  
Ra'ed Masa'deh ◽  
Atef Al-Raoush
Keyword(s):  
Organizational Learning ◽  
Change Management ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Middle Eastern ◽  
Training And Development ◽  
Telecommunication Sector ◽  
Content Type ◽  
Organizational Storytelling ◽  
The Impact

Purpose This study aims to assess the impact of organizational storytelling on organizational performance by undertaking telecommunication companies located in the Middle Eastern nation of Jordan. Design/methodology/approach A quantitative design has been adopted to identify the impact of organizational storytelling on organizational performance, recruiting 460 employees at managerial levels from three telecom companies (Umniah, Zain and Orange). A step-wise regression analysis has been applied to analyze the data collected using a close-ended structured questionnaire. Findings A total of 284 male and 176 female employees took part in the study. The study has found a positive and significant impact of organizational learning, change management, corporate culture, training and development and leadership and indicated that these determinants positively related to organizational performance. Findings showed a positive and significant impact of organizational storytelling on organizational performance based on its components. Practical implications This study has contributed to identifying the impact of organizational storytelling on organizational performance in the telecommunication sector in Jordan. Originality/value This study is among the few to analyses the impact of organizational storytelling based on training and development, change management, corporate culture, organizational learning and development and leadership on the organizational performance of telecom companies in Jordan.

The Presence of Total Quality Management and Continuous Quality Improvement Processes in California Public Health Clinics

1997 ◽  
Vol 3 (3) ◽  
pp. 57-60 ◽  
Author(s):  
F. Douglas Scutchfield ◽  
María Luisa Zúñiga de Nuncio ◽  
Ruth A. Bush ◽  
Sara Handelman Fainstein ◽  
Maria Alena LaRocco ◽  
...  
Keyword(s):  
Public Health ◽  
Quality Improvement ◽  
Quality Management ◽  
Total Quality Management ◽  
Continuous Quality Improvement ◽  
Total Quality ◽  
Continuous Quality ◽  
Health Clinics ◽  
Public Health Clinics

scholarly journals Avoiding a Med-Wreck: a structured medication reconciliation framework and standardized auditing tool utilized to optimize patient safety and reallocate hospital resources

2021 ◽  
Vol 14 (1) ◽  
Author(s):  
Ali Elbeddini ◽  
Sarah Almasalkhi ◽  
Thulasika Prabaharan ◽  
Cindy Tran ◽  
Mohamed Gazarin ◽  
...  
Keyword(s):  
Quality Improvement ◽  
Healthcare System ◽  
Medication Errors ◽  
Continuous Quality Improvement ◽  
Medication Reconciliation ◽  
Adverse Drug Events ◽  
Hospital Readmissions ◽  
Care Facility ◽  
Term Care ◽  
Continuous Quality

Abstract Background The incidence of preventable adverse drug events (ADE) is approximately one medication error per patient per hospital-day. A quality medication reconciliation (MedRec) process is a crucial intervention used to reduce ADE in the hospital and community setting. Amid the coronavirus disease 2019 (COVID-19) pandemic, preventing medication errors is vital to avoid patient readmission, reduce disease complications, and reduce cost and patient burden on the healthcare system. Objectives To develop a standardized MedRec framework that can be implemented in all healthcare settings to reduce patient and staff harm during COVID-19. Also, to create a standardized auditing tool used to assess the quality of the MedRec process and allow for continuous quality improvement. Methods A multi-site gap analysis (MGA) was performed to collect observational data that were collected from four different healthcare sites (two hospitals, a long-term care facility, and a community pharmacy). MGA consists of collecting data across several sites which answer a standardized questionnaire. A standardized MedRec framework and auditing tool were developed based on the gaps observed in each site and literature reviews. Results A standardized MedRec process was not implemented in any of the observed sites. The healthcare sites lacked a designated MedRec team and training related to the MedRec process leading to multiple discrepancies at discharge. Patients were not counselled on changes to home medications, and a discharge report was often not provided upon discharge. Communication mechanisms between community pharmacies and hospital physicians are not available or easily accessible. Conclusion The proposed structured MedRec framework is vital to reduce medication errors and patient harm amid COVID-19. Moreover, the comprehensive auditing tool developed in this study allows for continuous quality improvement resulting in superior quality care, reduction of workflow inefficiencies, cost savings on hospital readmissions, and overall enhanced healthcare system performance.

Role of internal and external organizational factors in TQM implementation

2018 ◽  
Vol 35 (5) ◽  
pp. 1014-1033 ◽  
Author(s):  
Kanwal Nasim
Keyword(s):  
Quality Improvement ◽  
Service Quality ◽  
Organizational Performance ◽  
Statistical Tests ◽  
Large Body ◽  
Organizational Factors ◽  
Extensive Literature ◽  
Total Quality ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to provide a conceptual framework for the development of total quality management (TQM) model for service organizations considering both internal and external environmental factors. Design/methodology/approach Through an extensive literature search, it is found that despite a large body of knowledge on TQM, there is hardly any research undertaken on the model of service quality including all external and internal factors that can affect the impact of soft and hard TQM factors on organizations performance. So, a systematic literature review has been conducted to extract the relevant journal articles for the study purpose. Findings The conceptual model fills this yawning gap and presents a framework of integrated relationships based on several constituent models. These are soft TQM factors, hard TQM factors and organizational performance. Moreover, quality improvement, market benefits, R&D performance and quality performance are used as mediators while industry rivalry and entry barriers are used as moderators between soft and hard TQM and organizational performance. The seven propositions, derived from these elements, highlight the dynamic relationship between above mentioned constructs. Research limitations/implications One major limitation is the testing of this model. It has not been tested in any environment or organization to assess its validity. Future research can be done to test the developed hypotheses. Besides three journals, other journals can also be focused in future to get detailed insight into different factors. Impact of IT on organizational processes toward TQM can also be studied in future. More rigorous statistical tests can also be applied to generate more findings with an extension of review time period and selection of more journals. Practical implications The model developed in this study can be applied in any service organization with slight modifications to enhance the service quality of organizations by integrating both internal and external aspects for quality improvement. By adopting this framework, organizations can increase their production quality. Originality/value This proposed framework will help organizations to effectively implement TQM in their organizations considering internal and external organizational factors.

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