The importance of learning and knowledge sharing to support implementation of total quality management in healthcare

2021 ◽  
Vol 27 (10) ◽  
pp. 1-10
Author(s):  
Reda M Lebcir ◽  
James D Sideras
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Knowledge Sharing ◽  
Adaptive Learning ◽  
Qualitative Interviews ◽  
Healthcare Services ◽  
Management Style ◽  
Healthcare Sector ◽  
Healthcare Organisation ◽  
Total Quality

Background/Aims Implementation of total quality management in healthcare services has often been unsuccessful. This is a result of a variety of factors, including the inadequacy of learning and knowledge sharing methods to support implementation. This study aimed to explore how learning and knowledge sharing policies influence total quality management initiatives in the healthcare sector. Methods An extended total quality management model, named the ethical, adaptive, learning, and improvement model, was developed and implemented in a private healthcare organisation in the UK. Using action research, data were collected from 91 participants over a 21-month period from qualitative interviews, focus groups and participant observations. Results Practice-based training was found to increase employee competence, reflecting the importance of tacit knowledge sharing. The model led to the prevalent blame culture changing to a learning culture through an appreciative management style that focused on recognising what is done right. In addition, patients' satisfaction and quality of care improved through community groups that were set up to address quality problems and patients' needs. Conclusions Adequate knowledge sharing methods play an important role in improving quality in healthcare. Greater consideration should be given to this widely ignored aspect when implementing total quality management in NHS trusts.

Total Quality Management and Knowledge Sharing: Comparing Malaysia’s Manufacturing and Service Organizations

2009 ◽  
Vol 9 (8) ◽  
pp. 1422-1431 ◽  
Author(s):  
Weng-Choong Cheah ◽  
Keng-Boon Ooi ◽  
Pei-Lee Teh ◽  
Alain Yee-Loong Chong ◽  
Chen-Chen Yong
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Knowledge Sharing ◽  
Service Organizations ◽  
Total Quality

The Relationship between Total Quality Management Critical Success Factors and Knowledge Sharing in a Service Industry

2014 ◽  
Vol 39 (1) ◽  
pp. 81-101 ◽  
Author(s):  
Reza Dabestani ◽  
Allahvirdi Taghavi ◽  
Mohammad Saljoughian
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Critical Success Factors ◽  
Success Factors ◽  
Explicit Knowledge ◽  
Simultaneous Increase ◽  
Total Quality ◽  
Critical Success

Total quality management (TQM), its components, techniques and principles are extensively accepted by scholars as a comprehensive philosophy for improving organizational performance (OP). Moreover, findings suggest that a prerequisite for successfully implementing TQM is exchanging knowledge in the organization. However, the number of studies addressing the mentioned issue is limited. Also, the nature of knowledge and its interactions with TQM are not properly investigated. Current study investigates the role of employees’ different forms of knowledge sharing appreciation in their tendency to use TQM critical success factors (CSFs). In order to do so, knowledge sharing was divided into two categories of explicit and tacit, and the employees of the IT department of one of the largest companies in Middle East were selected and grouped based on their knowledge sharing characteristics. Further, ten categories were identified for TQM CSFs, and the employees’ appreciation of CSFs were measured. The data were gathered through two questionnaires. Finally, the subjects were plotted and grouped using Tacit–Explicit Analysis. The results indicated that while both Tacit and Explicit knowledge sharing positively correlates with CSF appreciation, a simultaneous increase in both types can bear much fruitful positive results.

scholarly journals Effect of Applying Total Quality Management in Improving the Performance of Al-Waqf of Albr Societies in Saudi Arabia: A theoretical framework for "Deming's Model"

2020 ◽  
Vol 3 (2) ◽  
pp. 13-33
Author(s):  
Aldwihi, Zakaria Ali Saad ◽  
Azman Bin Mohd. Noor ◽  
Ashurov Sharofiddin
Keyword(s):  
Saudi Arabia ◽  
Quality Management ◽  
Total Quality Management ◽  
Qualitative Interviews ◽  
Research Problem ◽  
Monitoring And Control ◽  
Total Quality ◽  
Study Approach ◽  
And Control

This study aims to examine the effect of applying Total Quality Management (TQM) on improving the performance of the management of Al-Waqf of Albr societies in the Kingdom of Saudi Arabia through the optimal application of Deming's 14 Points on quality management. The research problem lies on the weakness of the outputs of Albr societies in terms of quality and productivity due to the lack of monitoring and control over those in charge of managing these charities. The researcher is going to use the descriptive qualitative, interviews and the case study approach to achieve the research' objectives. After an intensive reviewing the literature, this study confirmed the research gap and

Characteristics of organizations not committed to total quality management

1997 ◽  
Vol 211 (5) ◽  
pp. 377-384 ◽  
Author(s):  
B G Dale
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Process ◽  
Management Style ◽  
Senior Management ◽  
Fire Fighting ◽  
Total Quality ◽  
Necessary Evil ◽  
Employee Responsibility

The focus of the paper is to examine the characteristics and behaviour of organizations that are not committed to the ideals of total quality management (TQM). In the five cases presented a number of conditions have helped to stifle the TQM initiative including: the lack of a plan, inadequate understanding of TQM, TQM seen as a necessary evil by senior management, inappropriate management style, poor channels of communication, no attempt to understand the needs and requirements of customers, proposals for improvement blocked by senior management, lack of integration between the ‘soft’ and ‘hard’ issues of quality management, a failure to understand the basics and linkages between concepts such as business process re-engineering, people empowerment and TQM, emphasis on quick-fix solutions and fire-fighting, and extending employee responsibility without adequate training. In turn these types of conditions have resulted in a lack of willingness by employees to participate in improvement initiatives and quality is seen as an added cost and something to be avoided.

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