Charlotte Kroløkke, Thomas Søbirk Petersen, Janne Rothmar Herrmann, Anna Sofie Bach, Stine Willum Adrian, Rune Klingenberg and Michael Nebeling Petersen
An organisational framework for capturing the essential components of total quality management at hospital and directorate level is presented and discussed, based on work carried…
Abstract
An organisational framework for capturing the essential components of total quality management at hospital and directorate level is presented and discussed, based on work carried out at Northwich Park Hospital, near London. Examples of quality plans and monitoring formats are provided.
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Explores the Total Quality programme adopted by the National Health Service, highlighting the issues which make sustaining the commitment of all staff to quality improvement…
Abstract
Explores the Total Quality programme adopted by the National Health Service, highlighting the issues which make sustaining the commitment of all staff to quality improvement processes possible. Discusses the tension created by linking quality improvement to reducing quality costs of health care. Outlines the timetabling of strategy development and implementation, and the management of he timetabled process. Reviews key milestones in staff awareness, looking at co‐ordination and management of quality improvement activities; understanding of the design/conformance/corrective action cycle; understanding of the relationship between quality improvement and costs; and sustaining involvement of staff. Suggests that despite concerns from clinicians and managers alike, regarding the pressures involved with implementing TQM, a successful team should improve service to the patient.
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Outlines four interconnecting factors which are essential tomotivating staff: an understanding of the “psychology ofexcellence in teams”; establishing cross‐functional…
Abstract
Outlines four interconnecting factors which are essential to motivating staff: an understanding of the “psychology of excellence in teams”; establishing cross‐functional quality improvement teams; understanding and reviewing processes of care and service; and the use of data display.
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Stavros P. Kalafatis, Charles Blankson, Marvyn Luxly Boatswain and Markos H. Tsogas
Grounded in regulatory mode theory (RMT), this study aims to investigate the impact of managers’ orientation for action (locomotion and assessment) in business-to-business…
Abstract
Purpose
Grounded in regulatory mode theory (RMT), this study aims to investigate the impact of managers’ orientation for action (locomotion and assessment) in business-to-business positioning decision-making.
Design/methodology/approach
Data are collected using a scenario-based experimental design. Study 1 examines whether interest and involvement in recommending a positioning strategy depends on a manager’s regulatory mode orientation. The impact of such orientations on the likelihood of changing a recommended positioning strategy is the focus of Study 2. The moderating effects of task motivation (expected rewards resulting from a recommendation), market feedback and the line manager’s leadership style are examined.
Findings
Both assessment and locomotion are significant determinants of involvement in recommending a positioning strategy. The introduction of motivation as a moderator helps explain differences in level of interest in positioning decision-making. Locomotion, but not assessment, affects the likelihood of changing a recommended positioning strategy. Assessment amplifies the impact of locomotion, while none of the interaction effects between regulatory mode orientation and contextual factors is a significant determinant of changing a positioning strategy.
Originality/value
To the best of the authors’ knowledge, this is the first application of RMT on positioning decision-making. Results from two experiments provide novel insights into the predictive relevance of managers’ preference in terms of involvement with the decision-making process and the likelihood of altering positioning.
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This special “Anbar Abstracts” issue of Journal of Management in Medicine is split into 6 sections covering abstracts under the following headings: General Management; Personnel…
Abstract
This special “Anbar Abstracts” issue of Journal of Management in Medicine is split into 6 sections covering abstracts under the following headings: General Management; Personnel and Training; Quality in Health Care; Health Care Marketing; Financial Management; and Information Technology.
Abstract
Describes how a Bristol‐based health authority has established its own TQM approach for continuous improvement of patient care and customer service. Presents the components of their TQM strategy ‐ ′Towards Total Quality′, together with the key opportunities and obstacles inherent in implementing TQM.
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As the pressure and concern for quality throughout all hospitals and community services develops, provider units are beginning to appreciate the relevance of management and…
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As the pressure and concern for quality throughout all hospitals and community services develops, provider units are beginning to appreciate the relevance of management and organisational approaches to achieving Total Quality Service. A brief overview of Total Quality Management in health care is given and the difficulties experienced in introducing such a system are outlined.
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Achieving the best health care delivery involves a tension between quality and quantity of health care and its cost. Usually the latter ‐ the cost ‐ is debated in terms of its…
Abstract
Achieving the best health care delivery involves a tension between quality and quantity of health care and its cost. Usually the latter ‐ the cost ‐ is debated in terms of its insufficiency. In addition, however, the amount of revenue tied up in “failure costs” or the cost of poor quality can, in any hospital or community service, be appreciable. A model of quality costing to address these issues is outlined.