bluuebunny/crossref_metadata_2025 huggingface dataset:
An analytical approach to determining the competitive advantage of TQM in health care
Authors: Yasin Mahmoud M. , Alavi Jafar
Published: July 2002

The utilization of total quality management (TQM) is advocated by some experts, as a partial remedy to the ills of the health care industry. However, some healthcare administrators are not yet sold on TQM. Some healthcare administrators still question the impact of TQM on the operational, financial and strategic health of their institutions. They consider the investment in TQM as unjustifiable because the return on such investment in their mind is questionable. This study illustrates how the constant market share model can be utilized to show the competitive benefits of TQM. Based on the results of this study, it is concluded that the fears of some healthcare administrators are unfounded. Not only that TQM does not compromise organizational effectiveness, but it actually improves it, as it contributes to increasing market share.
Self‐assessment of all the health centres of a public health service through the European Model of Total Quality Management
Authors: Arcelay Andoni , Sánchez Elena , Hernández Luis , Inclán Gabriel , Bacigalupe Maite , Letona Jon , María González Rosa , Elisabeth Martínez‐Conde Ana
Published: July 2002

The Basque Country Public Health Service has moved in the last years from considering quality as an attribute of patient care to thinking that all management can be subject to improvement. Consequently, its general management team has promoted and supported a self‐assessment experience of all their centres by means of the European Quality Model. This strategy has been facilitated by the Basque Country Government, which has strongly encouraged total quality management in companies, and has created the Basque Foundation for Quality Promotion, a key institution in this whole process. A total of 26 centres of the Public Health Service concluded a self‐assessment process. As the main result of this, different improvement areas were detected, and various necessary actions were implemented in the centres assessed. Advantages, troubles and future work lines to extend and improve the use of the EFQM model in the health sector are discussed.
Achieving a culture of continuous improvement by adopting the principles of self‐assessment and business excellence
Authors: Jackson Sue
Published: July 2002

Following a brief description of the inception of self‐assessment and the European Foundation for Quality business excellence model, this article describes how one clinical directorate in an NHS Trust used the principles of both to secure a culture of continuous improvement. The journey from a mainly hierarchical, bureaucratic, individualist culture to one where the norms, values and beliefs reflected teamwork, involvement and empowerment is described. The highs, lows and learning points are all included, in an attempt to enlighten other healthcare organisations considering the benefits and pitfalls of using the business excellence model to improve the quality of their healthcare delivery.
A comparison of service predispositions between NHS nurses and hospitality workers
Authors: Lee‐Ross Darren
Published: July 2002

The following study sought to develop an instrument to elicit the service predispositions of nurses and hospitality foodservice workers. Results of a pilot study suggested that the service predisposition instrument (SPI) was valid and therefore appropriate to investigate the service attitudes of these workers. Service predispositions of nurses from two NHS Trusts were compared with those of hospitality foodservice workers in two large hotels. Overall, both nurses and foodservice workers were found to have similar positive service predis‐ positions. However, significant differences were present between groups for certain service dimensions.
A two‐level integrated approach to self‐assessment in healthcare organisations
Authors: Ruiz Ulises , Simón José , Molina Pedro , Jimenez J. , Grandal J.
Published: July 2002

Defining quality of healthcare and determining how to improve organisational performance in developed countries is still an unresolved issue among healthcare professionals. However, given that it is an important area of responsibility and accountability it is no longer acceptable to view the issue as discretionary. An increasingly acceptable operative option for achieving continuous improvement and excellence seems to be the self‐assessment of an organisation, based on the principles of knowledge management and total quality management (TQM). This article provides an explanation of a two‐level self‐assessment approach for implementing TQM within the Spanish healthcare system. The first level integrates a client‐centred approach using classical healthcare accreditation criteria along with ISO 9000 standards, the aim being to establish quality assurance systems in the whole organisation. The second level uses the European Foundation for Quality Management Excellence Model as a road map for self‐assessment and continuous improvement towards excellence.
Contemporary organizational strategies for enhancing value in health care
Authors: Richardson Mary L. , Gurtner William H.
Published: July 2002

To a rapidly changing environment, health‐care organizations are adopting a variety of value enhancement strategies. Typically characterized as quality improvement activities, these strategies generally include efforts to improve: clinical effectiveness; financial performance; consumer satisfaction; employee satisfaction; and risk management/quality assurance activities. Early efforts involved the use of continuous quality improvement (CQI) or total quality management (TQM) strategies with a focus on improving financial performance, while clinical effectiveness has been a greater emphasis more recently. This study examines the manner in which 14 US health‐care systems, noted for innovation in quality improvement and value enhancement, are utilizing these activities to promote productive organizational change. An interview format, for use with key informants in each organization, was developed using a model with four dimensions – strategic, cultural, technical, and structural.
Improving organisational culture through innovative development programmes
Authors: Jackson Sue , Hinchliffe Suzanne
Published: July 2002

Recognising that changing culture is the most important role of a leader, the authors provide a diagnostic description of the culture within the nursing directorate of a National Health Service Trust. When the characteristics of the prevailing culture are compared with those associated with one that is ideal, many gaps are identified. In an attempt to address and overcome these gaps, the leaders within the organisation worked with the staff of the nursing directorate and in turn identified that learning and development was a priority if improvements were to be attained. Consequently two innovative development programmes were designed and the necessary steps taken to effect their implementation. The details of the programmes are provided along with the benefits and drawbacks attributed to this particular initiative.
Effective Teamworking
Authors: Bradley Myrt
Published: July 2002

To survive the 1990s, senior managers need to develop and maintain a
culture of team working. This will prove to be the single most dynamic
force which will equip organizations to adapt to the new realities of
the business world. Careful planning must take place, if managers are
to maximize the opportunities which such a culture generates.
Team‐building events can accelerate and enhance the change process. By
using Aston Martin Lagonda as a case study, managers can gain an
understanding of what such a programme involves. Discusses benefits to
the staff and the organization. Concludes with a list of guidelines
which should help to prevent organizations from drifting into team
building.
Managing Your Grapevine: A Key to Quality Productivity
Authors: Wells Barron , Spinks Nelda
Published: July 2002

Unofficial communication is the communication that flows throughout an
organization without official sanction. This unofficial communication
network, the “grapevine”, exists in all organizations no matter what their
nature and character, and no doubt always will exist. Therefore,
grapevine communication deserves study and attention, just as any other
communication network does. Deals with the following three aspects of
this unofficial communication: identifying characteristics of the
grapevine, dealing with the grapevine, and utilizing the grapevine in
business organizations.
Getting into the Act: Who Decides about Corporate Strategy
Authors: Miller Susan
Published: July 2002

Discusses the nature of strategic decision making in organizations.
Explores the process of implementation and poses questions about how to
evaluate decision success. Discusses links between decisions and
corporate strategies and emphasizes the importance for organizational
members of being party to the more covert political activity in
organizations. “Who decides corporate strategy?” – concludes that women may
be excluded from this most critical of activities, by being placed too
low in the hierarchy to sanction strategic decisions, and by not making
use of the more subtle ways of influencing strategy.
Tesco – Competitive Management Development
Authors: Hammett Steve , McMeikan Ken
Published: July 2002

Reports on development of a training and development strategy to meet
the challenges of the 1990s facing a large food retailer. Starting with
discussion groups to identify how First Class service could be achieved,
reports on how this resulted in training to meet the needs of people in
each store. The development of a competency framework was also essential
to support the achievement of critical success factors.
Beyond goal setting
Authors: Zajas Jay J. , Brewster Earl W.
Published: July 2002

There are many interactive forces at work in our global economy
that make it increasingly challenging for executives today to plan and
prepare accurately for many dynamic business careers. Changes in
demographics, economic cycles, technology, and social or political
structures accentuate the challenge. To survive in a highly competitive
job market, executives do well to set and achieve progressive goals in a
variety of career, financial and life areas. Yet goal setting alone is
not enough. Examines key interpersonal factors that contribute
significantly to an executive′s career success. Provides examples of
managers who have done well in their careers and who offer valuable
advice to prospective career seekers. Offers concepts, suggestions, and
examples to help executives to enhance their self‐marketing skills, and
thus their competitive edge.
Systems thinking, personal quality, and learning
Authors: Jambekar Anil B.
Published: July 2002

Examines the connection between the softer tools of systems
dynamics and personal quality. This is accomplished by portraying the
problems and issues managers experienced while engaged in personal
quality improvement programmes.
Communicating with groups
Authors: Spinks Nelda , Wells Barron
Published: July 2002

Organizational communication must not be directed towards
individuals alone, but must be carried out effectively with groups
– formal and informal – which exist in the organization.
Groups have characteristics in and of themselves; some are composites of
the characteristics of the individuals who make up the group, and some
are unique to the group and may not be represented by anyone within the
group. Communication with groups often takes place in meetings.
Therefore, organizational communication directed towards groups and
transmitted within team meetings deserves study and attention. Deals
with the following three aspects of groups: nature of groups; advantages
and disadvantages of groups; and applied group communication, i.e.
meetings.
Why do managers need myths?
Authors: Hughes Brenda
Published: July 2002

Review of existing theory defines myth as a potent and powerful
force, often buried deep in our mindsets, which helps shape our thinking
and consequently our actions and behaviour. Questions the role and
function of myth in the life of managers and the influence of myth on
organizations. Attempts to increase understanding of the power of myth
to communicate and engender commitment, beliefs and existing cultures by
looking at the mythical element embedded in symbols, stories and
language. Research reported here and which is ongoing, suggests managers
do in fact often act and make decisions based on mythical realities;
that myths contribute to maintenance of the status quo and an unhealthy
reliance on past memories and experience. Myths held dear by managers
thus inhibit the learning and change so vital to all who live in a world
which is dominated by change.
Organizational longevity ‐ Integrating systems thinking, learning and conceptual complexity
Authors: Montuori L.A.
Published: July 2002

An examination of organizational Darwinism – survival of the fittest – via systems theory provides the foundation for a related analysis of the learning organization and the kinds of leaders necessary to pilot organizations through uncertain environments fraught with turbulence. Such environmental changes include the revolutionization of information, fast‐paced technological change, the dissolution of national boundaries and cultural barriers to communication, and changing values.
Critical theory and the management of change in organizations
Authors: Carr Adrian
Published: July 2002

Raises the initial problem of what is meant by the term critical theory and discusses some common misconceptions that have arisen about the meaning of this term. The dialectic logic that was championed by the group of scholars collectively known as the Frankfurt School is outlined and it is noted how dialectics transcends binary oppositional thinking. It is argued that the body of work of these scholars has a strong contemporary relevance to issues in the management of change in organizations. The other papers in the issue are introduced.
Cultural imperialism
Authors: Grubbs Joseph W.
Published: July 2002

Current theories of organization tend to discuss the management of change across networks in a grammar of instrumental reason, thereby offering legitimacy to the imperialism that emerges when groups come together in a shared‐change experience. However, by adopting principles of critical theory, the social research project initiated by a group of scholars known as the “Frankfurt School”, we may challenge this degradation of knowledge and its companion, human domination. A critical theory of interorganizational change reveals three forms of organizational imperialism: cultural domination, cultural imposition, and cultural fragmentation. From this perspective, we may understand the deleterious human, social and cultural consequences of organizational expansionism, and thereby initiate a dialogue for cultural emancipation, a more meaningful, culturally sensitive approach to change.
Vocation to profession
Authors: Hallam Julia
Published: July 2002

The public image of a profession is an important barometer of the group’s status in society. Media images play a key role in this respect, projecting the ideas and values of the group and negotiating shifts in public perception of their identity. This paper focuses on two periods in Britain when shifts in managerial culture resulted in changes in the core values of the group; the introduction of the National Health Service in 1948 and the introduction of the internal market within the NHS in the late 1980s. In both periods, nursing leaders sought to change the public image of the profession through altering their relationship with their patients/clients and reconceptualising notions of service. The focus of analysis is the role of popular film and television images in negotiating these shifts in professional values.
Resistance and the background conversations of change
Authors: Ford Jeffrey D. , Ford Laurie W. , McNamara Randall T.
Published: July 2002

Resistance to change has generally been understood as a result of personal experiences and assessments about the reliability of others. Accordingly, attempts are made to alter these factors in order to win support and overcome resistance. But this understanding ignores resistance as a socially constructed reality in which people are responding more to the background conversations in which the change is being initiated than to the change itself. This paper proposes that resistance to change is a function of the ongoing background conversations that are being spoken and which create the context for both the change initiative and the responses to it. In this context, resistance is not a personal phenomenon, but a social systemic one in which resistance is maintained by the background conversations of the organization. Successfully dealing with this source of resistance requires distinguishing the background conversations and completing the past.
Third‐order Organizational Change and the Western Mystical Tradition
Authors: Bartunek Jean M. , Moch Michael K.
Published: July 2002

Third‐order change in organizations refers to attempts to help
organizational members to transcend their shared schemata. It has not
previously been explored in depth. Uses mystical experience as a model
of how the third‐order change process may occur. Discusses several
characteristics of mystical experience, focusing in particular on the
central characteristic of transconceptual understanding. Presents an
example of Teresa of Avila, a Spanish woman from the sixteenth century
whose mystical life was reflected in her organizing activities. Suggests
how mystical experience can inform understanding of the third‐order
organizational change process and presents a preliminary model of ways
in which the third‐order change capacity might be developed.
The Impact of a TQM Intervention on Workplace Attitudes in a Health‐care
Organization
Authors: Sommer Steven M. , Merritt Deryl E.
Published: July 2002

Total quality management has gained increasing popularity as a method to
introduce transformational change in an organization′s managerial
philosophy and operational effectiveness. The principles for
implementing total quality management well match principles long stated
in philosophies of organizational development and change. Whereas most
investigations have identified benefits of TQM in manufacturing‐type
settings, seeks to extend this knowledge to health‐care organizations. A
pre‐test‐post‐test field study at a large rehabilitation hospital showed
significant improvements in work attitudes (job satisfaction,
organizational commitment, group climate, competitiveness) for TQM
training recipients after the first year of intervention. Unexcused
absences and turnover also declined significantly. Discusses the
implications of these results for generalizing TQM programmes to health
care. Specifically notes the additional evidence to extend TQM
applications to the service sector, and the unexpectedly quick time
frame in which TQM generated attitude and behavioural change.
What has it been like to be a woman consultant over the last two
decades?
Authors: Harris Marilyn E
Published: July 2002

Substantiates the author′s response of “paradoxical” to
the titular question through analysing key transcending issues in her
consulting practice. Discusses each of the transcending issues cited in
terms of expectation vis‐à‐vis experience in reality
which led to resolution in development where differentiation and
integration were managed. Categorizes the movement as translative
(morphostatic) movement within a horizontal level or transformative
(morphogenetic) movement between vertical levels, and refers to all
movement as a transition. The experiences noted from the basis for
gender leadership in the consulting profession in a turbulent
developmental time during the beginning of the paradigm era shift.
The implementation game
Authors: Vrakking Willem J.
Published: July 2002

Presents a study based on a secondary study of concrete
implementation processes described in the literature and a
cross‐analysis of the implementation processes in which the author was
involved personally. Develops a pragmatic theory about the effective
handling of implementation. Proposes a phased process to bring the whole
of complex innovations to effective implementation.
Stories for executive development
Authors: Greco Janet
Published: July 2002

Presents the results of research conducted with five groups of nurse executives from the Johnson & Johnson/Wharton Fellows Program in Nurse Management. Groups at the 1994 and 1995 sessions conducted collaborative story enquiries into their own development as organizational politicians. In interviews months later, participants reported three kinds of outcome: change in themselves which can be characterized as development in political maturity; the collaborative story enquiries having worked in both expressive and explanatory ways to foster their learning and response; and understanding stories to be a powerful tool for learning and development.
Towards a general model of consultancy
Authors: Lundberg Craig C.
Published: July 2002

Outlines the foundations for a general theoretical model of consultancy. Specifies the assumptions, domain and model criteria and then goes on to define clients and consultants as meaning‐activity systems and the essence of consultancy as uncertainty reduction.
The concept of “client” from a process consultation perspective
Authors: Schein Edgar H.
Published: July 2002

Defines the different categories of client that a consultant must deal with and the levels of intervention that must be considered in relation to client types. Examines the principles of process consultation that must be observed in any client relationship. These principles show how process consultation as a form of helping differs from other kinds of consultation. Argues that every consultant needs to be able to play the process consultation role.
The functions of methods of change in management consulting
Authors: Werr Andreas , Stjernberg Torbjörn , Docherty Peter
Published: July 2002

States that highly structured methods and tools for bringing about organizational change are frequent features in both the management literature and the practice of management consultants. Reports that, in order to understand the nature and popularity of these methods and tools, a study of the availability and use of methods in business process re‐engineering (BPR) projects was carried out in five large consulting companies. Identifies six functions of methods on the basis of this study. Finds that methods play important roles both in the consulting organization and in the consultant’s interaction with the client in the specific change project. Also reveals that common to the identified functions is an ability to store and transfer knowledge, which contributes to the change process interface for clients and consultants. Shows also that consulting companies with very different professional backgrounds have very similar approaches to BPR projects. Identifies and comments on the similarities between these companies’ methods in respect of managing change.
The new AACSB accreditation standards: a prospect of tiering?
Authors: McKenna John F. , Cotton Chester C. , Van Auken Stuart
Published: July 2002

An investigation of the attitudes of deans of accredited and non‐accredited schools found that their attitudes differed with respect to Cheit’s (1985) two dimensions: “academic” and “professional”. This difference was related to the three tiers of accredited schools implied by the new AACSB accreditation standards. Discusses implications.
The evolution of multinational firms from Asia
Authors: Ping Li Peter
Published: July 2002

Despite their growing proliferation and significance, multinational enterprises (MNEs) from the developing countries have not received adequate attention. To close the gap, this paper seeks to answer a fundamental question: what is the evolutionary pattern of the MNEs from the developing countries? To address the above question, this paper focuses on a longitudinal case study of a successful multinational firm from a developing country in Asia. Both theoretical and practical implications of the case are discussed.
Virtual Singapores: shaping international competitive environments through business‐government partnerships
Authors: Haley Usha C.V.
Published: July 2002

This article deals with Virtual Singapores, or Singapore’s efforts to clone itself through industrial parks in Asia’s developing countries. Through these cloned enclaves, tiny Singapore aims to control change and restructuring in Asian economic environments, and thereby its own destiny. The first section elaborates on Singapore’s regionalisation drive and Virtual Singapores. The ensuing section identifies the strategic goals for internationalizing Singapore Incorporated, the alliance of stakeholders that guides governmental policy in Singapore. The final section discusses the implications of the Virtual Singapores for competitive environments, as well as for organizational and structural changes in the Asia Pacific.
Environmental commitment: a basis for environmental entrepreneurship?
Authors: Keogh Paul Douglas , Polonsky Michael Jay
Published: July 2002

Concern for the environment is gathering in importance within organisations and it is increasingly becoming part of organisational strategic agendas. Within that dynamic, organisations are seeking mechanisms through which environmental concerns are championed and fostered. In this paper, we argue that entrepreneurialism can be an effective such mechanism. But we further argue that this will be predicated on taking a different view of the basis of entrepreneurial behaviour, one that is based on various dimensions of commitment. We posit a model of environmental entrepreneurship and discuss the organisational implications of the model.
A Habermasian approach to justice in organizational change
Authors: Underwood Stephens Carroll , Cobb Anthony T.
Published: July 2002

Organizational development has begun to incorporate research findings from organizational justice into its own intervention technology. Because perceptions of fairness can facilitate change success, it is quite natural to do so. Business ethicists are concerned, however, that such technology is aimed more at making change “look fair” than being fair. We label these two perspectives the “technical” and “philosophical” perspectives respectively. Proponents of the technical perspective argue that achieving justice will always be a struggle in the concrete world of organizational change. Critical ethicists question whether a technical approach to justice in change can ever really achieve it. The article presents these two positions more fully and goes on to develop a synthesis of them. Relying on Habermas and others, it presents how technical and philosophical perspectives can complement one another to achieve justice in organizational change.
Enhancing adaptability: leadership strategies to accommodate change in local government settings
Authors: Parry Ken W.
Published: July 2002

The social influence processes of leadership were investigated within the substantive context of turbulent change in selected local government authorities. The grounded theory method was used to analyze qualitative data. It was found that the basic social process of “enhancing adaptability” emerged from the analysis. This basic social process integrated a range of lower level concepts and explained variation between those concepts. The subsidiary social process of resolving uncertainty also emerged from the analysis. The theory of enhancing adaptability is posited to explain the phenomenon of leadership within the substantive context of change in local government. A number of leadership strategies are presented.
Five symbolic roles of the external consultant – Integrating change, power and symbolism
Authors: Lynn Kaarst‐Brown Michelle
Published: July 2002

Power and politics have long been accepted as often detrimental elements of change processes. An element of the political arena that has received limited attention, however, is the inadvertent symbolism associated with the presence of an external consultant or change agent. Presents a retrospective analysis of role symbolism of two consultants during a 14‐month change project. Using concepts drawn from theories on organizational power, stages of change, and symbolism, a framework of five symbolic roles of the external consultant is presented. These roles include symbol of change‐to‐come, symbol of changing norms and values, symbol of power redistribution, symbolic wishing well, and symbol of organizational empowerment. The emergence, significance and implications of these symbolic roles during different change stages are explored. Implications are developed for researchers, change agents and external consultants in general.
Correlation of solder paste rheology with computational simulations of the stencil printing process
Authors: Durairaj R. , Jackson G.J. , Ekere N.N. , Glinski G. , Bailey C.
Published: July 2002

Soldering technologies continue to evolve to meet the demands of the continuous miniaturisation of electronic products, particularly in the area of solder paste formulations used in the reflow soldering of surface mount devices. Stencil printing continues to be a leading process used for the deposition of solder paste onto printed circuit boards (PCBs) in the volume production of electronic assemblies, despite problems in achieving a consistent print quality at an ultra‐fine pitch. In order to eliminate these defects a good understanding of the processes involved in printing is important. Computational simulations may complement experimental print trials and paste characterisation studies, and provide an extra dimension to the understanding of the process. The characteristics and flow properties of solder pastes depend primarily on their chemical and physical composition and good material property data is essential for meaningful results to be obtained by computational simulation.This paper describes paste characterisation and computational simulation studies that have been undertaken through the collaboration of the School of Aeronautical, Mechanical and Manufacturing Engineering at Salford University and the Centre for Numerical Modelling and Process Analysis at the University of Greenwich. The rheological profile of two different paste formulations (lead and lead‐free) for sub 100 micron flip‐chip devices are tested and applied to computational simulations of their flow behaviour during the printing process.
Innovation capacity: working towards a mechanism for improving innovation within an inter‐organizational network
Authors: Szeto Elson
Published: July 2002

Improving the innovation capacity of firms is dependent upon various factors, among which the continuous supply of innovation resources and the accumulation of innovation knowledge are crucial. Utilizing the interaction between the two factors within an inter‐organizational network, a firm should be working towards a mechanism for improving innovation capacity (MIIC) which benefits the process of research and development (R&D) for new products, not only to meet customer needs but also to create new markets. This paper examines the experience of a firm in improving its innovation capacity through the initiation of a collaborative project with one other network member. The result implies that the two factors dynamically interact within inter‐organizational networks creating a cycle of improvement and contributing to the development of innovation capacity for improved organizational competitiveness.
The development of total quality management in Qatar
Authors: Al‐khalifa Khalifa N. , Aspinwall Elaine M.
Published: July 2002

Presents the key findings of a study into quality practices of a number of organisations in one of the Arab countries, Qatar, which is recognised as one of the leading liquefied natural gas‐exporting regions since its reserves of gas represent about 7.4 per cent of the world total. The purposes of the study were to assess: the awareness, the understanding, the progress of, and reasons for the implementation of ISO 9000 and TQM; the obstacles encountered in TQM implementation; and the knowledge and/or practices of TQM related activities. The information was gathered using a questionnaire. The participating organisations, of which there were 143, ranged in size from large to small and came from the manufacturing, services and public sectors. The analysis of the survey data concluded that although there was a high level of enthusiasm regarding the practice of, or the need for, quality initiatives in the country, they were a long way behind those of Western organisations. Many reported an interest in ISO 9000 but due to a lack of understanding of the standard, it was often considered to be a quality model. The awareness and understanding of TQM was at a very low level and the main TQM success factors were not well‐known and practiced. Interest at the time was centred on ISO 9000 certification.
An examination of the main factors affecting trust/commitment in supplier‐dealer relationships: an empirical study of the Swedish wood industry
Authors: Zineldin Mosad , Jonsson Patrik
Published: July 2002

This research examines the importance of a set of underlying variables, such as willingness of the supplier to adapt to the dealer, built‐up relationship bonds, costs of terminating the relationship, level of shared values, formal and informal communication between the participating parties, opportunistic behavior by the supplier and perceived level of satisfaction in the relation‐ship, for achieving high trust and commitment within a supplier‐dealer relationship. Data for the analysis are generated from 114 purchasing managers at Swedish lumber dealers, an industry where collaborative relation‐ships are not very developed, but considered necessary for future success. Methodology is described and results are discussed. Concludes that companies trying to achieve high trust and commitment relationships, should create high satisfaction relationships, by decreasing their opportunistic behavior, adjusting to the needs of the other part, and developing shared values.
Empowerment: the key to quality
Authors: Scarnati James T. , Scarnati Betty J.
Published: July 2002

Discusses attributes of leadership that are necessary in a quality organization. Defines empowerment as a philosophy, an attitude and a way of thinking that supports the quality process. Quality is depicted as a synergetic teamwork philosophy, a group process, and a can‐do attitude that must be embraced by the organization. Clarifies the development of a quality process system and the formation of quality principles as they relate to empowerment. Explains empowerment and the manner in which it differs from the traditional power and control concept of management. Depicts delegating and accepting responsibility as a behavior that promotes and supports leadership. Provides guidance, techniques, and examples that can be used to enhance leadership and teambuilding skills. Establishes a philosophy to increase the probability for long‐term success and professional fulfillment. Includes quotes from contemporary as well as historical leaders.
Total quality management and the planning behavior of SMEs in developing economies
Authors: Temtime Zelealem T. , Solomon Getachew H.
Published: July 2002

Examines the relationship between TQM perceptions, planning behavior, and firm size in SMEs in Ethiopia. Primary data were collected from 57 SMEs through a questionnaire. However, as the study is a preliminary investigation, uses only simple descriptive statistics to analyse the sample data. The results are not significantly different from those of previous studies in SMEs. TQM perceptions vary with firm size and planning behavior. The findings also indicated that excessive emphasis on short‐term profitability, lack of resources, business planning and vision, and misperception of TQM practices are among the main obstacles to the adoption of a formal TQM program. Suggests some lessons and implications for future research.
Total Quality Management in Research and Development
Authors: Taylor Rosalind , Pearson Alan
Published: July 2002

Quality in research and development (R&D) work has become increasingly
important as companies commit themselves to quality improvement
programmes in all areas of their activity. Quality improvement forms an
important part of their competitive strategy. Quality management systems
have been successfuly designed and implemented for manufacturing and
service functions; but so far the quality principles and systems have
been difficult to translate to the R&D function. Looks at the challenge
of effective implementation of quality management and total quality
principles in R&D. Discusses quality concepts, terms, systems and
critical factors for successful implementation. Uses brief case
histories to highlight particular approaches to implementation. Finally,
introduces a new, versatile method for evaluating the capabilities of an
R&D organization in terms of total quality management. It is presented in
the form of a case study showing its use in a large R&D laboratory of a
major multinational corporation.
Is it Spring or Autumn for TQM?
Authors: Pitts Colin
Published: July 2002

Reviews six years experience with TQ in a large multinational
manufacturing company. Commitment alone is not enough – ownership is
vital. TQ is continuous but not constant, there will be periodic
declines when a change of approach is indicated. On‐the‐job training in
the application of TQ and the effective use of teams is the preferred
method. Translation of the corporate strategy into clearly understood
goals for individuals and teams at all level is an important motivator.
Much has been achieved; customer focus, the importance of “how” as well as
“what”, the application of the continuous improvement cycle, measurement
including benchmarking, systems such as ISO 9000 though proliferation is
a problem, behaviour change and alignment of personnel policy. There is
now an understanding of the importance of identifying the role of
improvement required in our key processes.
Fostering Creativity
Authors: Kind John
Published: July 2002

Argues that with increasing competition, the nurturing of creativity is
essential to promote differentiation and superiority. Therefore, senior
managers need to devote much more time and attention to the key issues
facing their businesses. They need to gain much more practical
experience of the techniques used in continuous improvement and business
process reengineering. There should be a shift away from memos and
figures to diagrams and pictures so that priorities can be visualized
rather than just analysed. A regular workshop setting is likely to be
most beneficial with effective facilitation and a genuine willingness to
challenge the status quo, rather than starting with the present,
“paint” the ideal picture of the future. The task is then to bridge the
gap by introducing “stretch” targets and radical thinking.
Quality teams: problems, causes, solutions
Authors: Weller L. David
Published: July 2002

Addresses quality in schools, and looks specifically at teacher
teams, and the problems facing them as they seek to improve quality
systems. Suggests that facilitators of quality improvement initiatives
identify problems as they are occurring and use various interventions to
“unfreeze” troubled or ineffectual teams.
Quality issues in nine New Zealand hotels: a research study
Authors: Thomson Elizabeth L. , Thomson Stuart C.
Published: July 2002

Based on a strong interest in the academic and practical aspects of
the quality movement, a case study research of nine hotels in Wellington
was undertaken, focusing on restaurant managers and front‐line staff.
Reports that a number of findings with practical relevance emerged, on
which recommendations have been based. These deal with: what quality
means in practice; quality and servitude; shared perceptions of quality;
empowering for quality; recruiting for quality; part‐time versus
full‐time employees; quality programmes other than TQM; quality within a
wider context; and positive attitudes to complaints.
Core values behind 115 years of development: a case study of G.C.
Rieber & Co., Bergen, Norway
Authors: Harung Harald S. , Rieber Paul‐Christian
Published: July 2002

Points out that while most companies are lucky to survive even 15
years, there are some that exist and develop for a hundred years or
more. Suggests that the reason for this contrast is to be found in a
developed and self‐propagating corporate culture. Examines the core
values or “commercial principles” of G.C. Rieber & Co.
in Norway, which was founded 115 years ago and is still going strong.
Although this culture has developed over the years, its spirit and core
features remain essentially the same. In particular, a long‐term and
proactive perspective has been a pervasive characteristic, together with
a high degree of care for employees. Over the years, these values have
provided the stability and direction needed to make effective decisions,
to be proactive and adapt to more or less continuous changes in
procedures, technology, products and services, markets and society at
large. Since the culture provides a meaningful workplace, a highly
stable aspect of the company has been its employees. As a result there
are many instances of second‐generation employment, even some of third
generation. In particular, the company has been led by a continuous line
of four generations of the Rieber family. This has reinforced the
culture and made it more resilient to change.
Measuring processes for profit
Authors: Cartwright Graham , Hogg Bill
Published: July 2002

Presents a structured and radically new approach to SPC. Applied to measure any process within an organization. A hierarchy of charts creates ownership of the process, which ultimately measures success against “World‐class” standards. Adopted successfully by teams, vastly reduces the time to solve problems. In practice, showing over 30 per cent improvement in performance. Replaces the traditional approach to chart selection. Uses a filter process to define a simpler and more reliable method. Creates an opportunity to set realistic targets continually against process performance. Provides an ideal and effective technique to improving business performance through teamwork.
Sustaining a process of continuous improvement: definition and key factors
Authors: Dale Barrie G.
Published: July 2002

Attempts to define what is meant by sustaining total quality management (TQM) and identifies three key features: individual TQM elements, the overall process of improvement, and holding of the gains made. Suggests that the improvement efforts of an organization should be classified into these three features. Concludes that these three features will hopefully improve the diagnostic process and guide management in deciding on forms of action.
History of the USACERL automated assessment tool
Authors: Chenier Robert P. , Farrell Sine L. , Young Kathy E.
Published: July 2002

Presents a case history of the development of the automated assessment tool (AAT) at the US Army Construction Engineering Research Laboratories (CERL). Describes how CERL, applying quality management principles, uses the AAT to gather information about people’s perceptions of an organization’s strengths and weaknesses in quality leadership, planning, resource application, customer care and organizational performance. Shows how such assessments also enhance employees’ knowledge of quality, and their personal integration and involvement in the organization.
Quality management in the resources department of Leicester City Council
Authors: Farrell Charles
Published: July 2002

The resources department has introduced a wide range of initiatives to achieve quality management with the aim of delivering quality services to customers. Research has shown an improvement in quality management and a commitment to further improvement. Notable improvements include a change to the organizational culture, the application of continuous improvement and the development of a quality assurance programme which can be extended to include ISO 9000. The commitment to further improvement needs to be considered in terms of a more formal approach to total quality management (TQM). An established integrated approach called the TQMEX model is particularly appropriate for consideration. The output of the research is a TQM strategic plan based on the status quo of Leicester City Council, the theoretical background of the TQMEX model, and the experience of the author in total quality practices and from his attendance at the 1st International Conference on ISO 9000 and Total Quality Management (1st ICIT) in April 1996.
The third generation total quality approach
Authors: Merli Giorgio
Published: July 2002

Proposes that it is possible to identify three phases in the development of total quality approaches. The first generation approach is focused on the continuous improvement activities. In the second generation approach, the management recognize that what can make a company truly competitive is the substantial, continuous improvement of its business process performance. The third generation approach is the “mature” phase of total quality. Total quality in these environments is considered to be a new, more effective way of doing business, and its mechanisms are used to obtain a more entrepreneurial style of management. This approach is based on the recognition that the competitive advantage of a business depends very much on its capacity to improve drastically its operating performance (“breakthroughs”), and that the improvement trend constitutes the discriminating factor between failure and success. This model has been adopted, so far, by a dozen multinational firms. The success which they have enjoyed is the main reason for explaining this method.
Organizational learning for TQM through quality circles
Authors: Hill Frances M.
Published: July 2002

Explains why companies wishing to make the transition to TQM must address the issue of organizational learning. Provides some evidence that quality circles (QCs) can facilitate organizational learning in the quality context. Discusses three theoretical stages of organizational learning, and demonstrates how QCs can assist organizations in progressing through the first two of these. Explores specific aspects of organizational learning relevant to TQM, which can be effected through the medium of QCs. Concludes that QCs could prove a useful vehicle for initiating some of the changes and attendant learning which the transition to TQM entails.
Building the people’s capacity for change
Authors: Wright Kenneth L. , Thompsen Joyce A.
Published: July 2002

The vital factor in any of the “re‐” strategies (reinvention, re‐engineering, realignment, re…) is people’s personal capacity for accommodating change. The most successful organizational transformations include a focus on the readiness of the people as the real source of change. Proposes that a practical framework and tool kit approach can be used to build the critical internal capacity for change. Presents a case study of the framework as conducted in a customer‐focused human resources quality alignment project at the US Environmental Protection Agency (EPA).
Integrated performance measurement systems: an audit
and development guide
Authors: Bititci Umit S. , Carrie Allan S. , McDevitt Liam
Published: July 2002

The performance management process is seen as a closed loop control system which deploys policy and strategy, and obtains feedback from various levels in order to manage the performance of the business.
The performance measurement system is the information system which is at the heart of the performance management process and it is of critical importance to the effective and efficient functioning of the performance management system.
Research identifies two critical elements with respect to the content and structure of the performance measurement system: integrity and deployment.
The viable systems model (VSM) provides a framework
for assessing the integrity of the performance measurement system,
while the reference model developed for integrated performance
measurement systems provides a framework against which performance
measurement systems can be designed and audited.