Effective quality management requires a systematic approach and a flexible organisational culture: a qualitative study among academic staff

2014 ◽  
Vol 20 (1) ◽  
pp. 103-126 ◽  
Author(s):  
Jan Kleijnen ◽  
Diana Dolmans ◽  
Jos Willems ◽  
Hans van Hout
1999 ◽  
Vol 22 (3) ◽  
pp. 162 ◽  
Author(s):  
Geoffrey Bloor

As health services face increasing pressure to meet the expectations of different stakeholders,they must continuously improve and learn from their experience. Many fail in attempts at continuous improvement programs because managers have not understood the complexity of making changes in organisations with multiple subcultures and interests. This article examines the related concepts of organisational culture, organisational learning and total quality management and shows how a synthesis of this knowledge can assist in develop ingcontinuous organisational learning and improvement.


2016 ◽  
Vol 6 (3) ◽  
pp. 149
Author(s):  
Naail Mohammed Kamil ◽  
Loutfi Boulahlib ◽  
Mohammed Borhandden Musa ◽  
Shafeeq Hussain Vazathodi Al-Hudawi

Purpose-This study examines the attitude of academic staff in one higher education institution in Malaysia towards the implementation of total quality management principles, and how that affects the intention to implement total quality management in the university. It also highlights the impacts of several demographic variables on the implementation of total quality management in the university.Design/methodology/approach-The study used survey data drawn from 149 academic staff selected using stratified random sampling techniques. Regression analysis was used to analyse data.Finding-The findings demonstrate there is a positive significant correlation between attitude toward TQM implementation (customers and stakeholders, employee engagement and teamwork, continuous improvements and total degree of attitude) and the intention to practice TQM among sampled institution faculties.Concerning the correlation between the subjective norms and intention, the analysis manifests that there is no significant correlation between the subjective norms of TQM and the intention to practice TQM principles among institutional staff.Furthermore, the study also found that there are no significant differences in the attitude towards implementation of total quality managementprinciples due to the variables of gender, nationality, marital status, work experiences, the faculty and job positions with the exception of academic degree, where significant differences are shown.Value/originality-Since the study reports the understanding of academic staff of a higher education institution toward the implementation of total quality management principles, top management in the tertiary sector may find the findings and conclusions useful when planning for the implementation of total quality management principles.


2018 ◽  
Vol 24 (1) ◽  
pp. 216-233 ◽  
Author(s):  
Jose Arturo Garza-Reyes

Purpose The purpose of this paper is to present a systematic approach to conduct a diagnosis of the current status of a company’s quality management systems (QMS) and business processes. Design/methodology/approach The approach proposed is based upon the assessment of the maturity level of a company’s QMS, for which a “maturity diagnostic instrument” is also proposed, a self-assessment exercise using a business excellence model and a first-party quality audit. Findings The integration of a QMS’ maturity assessment, a self-assessment exercise and a quality audit may provide a more thorough evaluation of various company’s systems and operations. This paper provides organisations, and their managers, with a systematic approach to help them understand better the current performance of their QMSs and business processes. Originality/value This paper’s main contribution consists in the proposal of a novel approach for organisation to measure and understand the status of their QMS and business processes. Subsequently, better management decisions to improve a company’s operations can be taken.


Author(s):  
Vincentas Lamanauskas

The recently discussed issues of education quality are devoted full attention. The systems of quality control are developed, services are certified etc. All EU countries point to education quality as one of the most important political priorities. Despite the fact it is an excellent idea, the questions of how to ensure adequate education and how to achieve equally ranked education certification in all countries of the European Union arise. We can note that different legal and political documents approved by Lithuanian authorities in one way or another emphasize that ensuring quality education is a priority field. What is quality? This question is not so simple. We can agree with general definition that quality generally refers to a certain degree (level) of excellence. It is obvious that there are at least two main perspectives of defining quality, one from the customer of education services and the other one from the producer (education institution). It is obvious, that the quality aspiration is important not only for the companies which produce products or offer service, but also for education institutions of all levels. The central point is the understanding that quality cannot be bought in the market and is not something beyond institution boundaries. Everything will be determined by awareness that quality in a broad sense is conditioned by the quality of management (administration). Only professional management leads to qualified processes (institution work) whereas the latter ensure high-quality service. Another main point is that education and research belongs together. It is as axiomatic truth. Without high-level research a quality management system seems to be a useless thing. As the understanding of quality may vary, a general agreement on the issue discussing quality is very important at least inside the institution. Quality is differently treated by academic staff, teachers, students, employers, social partners of institution, authorities and society in general. Education is a complex system having different levels, sub-systems etc. that closely correlate and determine one another. Finally, we can notice that the best organizations have a systemic and comprehensive focus on quality. Key words: quality of education, managing quality, systemic approach.


2021 ◽  
Vol 03 (06) ◽  
pp. 503-517
Author(s):  
Feryal Yousef Abdel Majeed ALKHATIB ◽  
Raeda AKHRESHA

This study aimed to investigate the reality of administrative practices at Irbid National University ‎from the academic staff point of view considering the total quality management. The study ‎sample consisted of (84) academic members. The study found a significant increase of the level ‎of administrative practices as well as, statistical differences between the level of administrative ‎practices that are attributed to variables like gender and were in favor of females, university ‎variable in favor of Arabic universities Graduates, the academic rank in favor of professor, the ‎current position in favor of a Dean and Head of Department, and years of experience in favor of ‎‎10 years and more.‎


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