Examines the organizational impact of information technology as acommunication system in a largely vertical management structure.Considers whether changes add value by reference…
Abstract
Examines the organizational impact of information technology as a communication system in a largely vertical management structure. Considers whether changes add value by reference to the categories of core, support, and diversionary activity. Summarizes that understanding the organizational impact of information technology means defining the business changes required, at the operational level and at the management level.
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Recent research shows that, despite a number of companies claimingsuccess for their total quality (TQ) programmes, most programmes arefailing to achieve their objectives because…
Abstract
Recent research shows that, despite a number of companies claiming success for their total quality (TQ) programmes, most programmes are failing to achieve their objectives because of a number of implementation failings. Describes the TQ programme in the UK sales region of Hewlett‐Packard (HP UKSR) which, after a slow start, is being implemented with a high degree of success. A sample of the company′s employees completed a questionnaire requiring their motivation for TQ training. This revealed that they had attended the training course because of management pressure and the identification of one specific work‐related problem, which could potentially be solved using TQ techniques. In general, employees were not motivated by factors such as the company′s competitive environment. Recommends that TQ training programmes emphasize the company′s objectives of the programme, and guide participants in the selection of TQ projects. Sees the role of facilitators as important in order to achieve participation in TQ in the long term, since training possibly provides only short‐term motivation.
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ROBERT D HINDLE and PANTALEO RWELAMILA
For many decades the architectural profession has been accused of resisting change whilst defending an archaic system, and in doing so, neglecting client needs; in turn, this…
Abstract
For many decades the architectural profession has been accused of resisting change whilst defending an archaic system, and in doing so, neglecting client needs; in turn, this situation has created opportunities which others are now exploiting. Despite this resistance, change has occurred and is continuing in the profession. Several new procurement systems have evolved which pose a threat to the traditional structure and organization of the industry because these are not controlled by the architect. All of this must have repercussions on the way in which architectural students are prepared for the future. Much of the current curriculum content at architecture schools is probably essential, but it is the development of this syllabus in isolation and what is not taught in it that is the problem. The present paper is concerned with those aspects of change which have impacted upon the global construction environment, and describes their potential effect on the architectural profession, and the vocational education and training of its recruits.
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Sophie Y. Hsieh, David Thomas and Arie Rotem
To explore and evaluate how hospital staff respond to patient complaints.
Abstract
Purpose
To explore and evaluate how hospital staff respond to patient complaints.
Design/methodology/approach
A teaching hospital with 1,500 beds in Taiwan was purposefully chosen as a case study of hospital response to patients’ complaints. Data was obtained through interviews with quality surveying managers (n=53), government managers (n=4), staff of non‐government organizations (n=3) and a senior social worker, as well as analysis of documents (September 2001‐April 2002).
Findings
Using the managerial‐operational‐technical framework developed by the researchers, the study demonstrated problematic aspects of handling complaints at the case hospital. It was revealed that: complaint handlers were not sufficiently empowered, information sharing was limited within the organization, communication among professional staff and with management was inadequate, the physical safety of workers had been threatened, and improvements could not be sustained. Moreover, it became apparent that the case study hospital generally responded to patient complaints in a reactive and defensive manner.
Originality/value
It is evident that the hospital did not use patient complaints as a source of learning that could have promoted higher standards of care. The case study reveals some of the constraints and identifies requirements for appropriate use of information and feedback from patients. The study raises some issues requiring further research to ensure more appropriate use of patient complaints to improve quality of care.
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Binshan Lin, James Collins and Robert K. Su
The purpose of this research paper is to help managers improve their understanding of logistics costs and the accounting for those costs in order to optimize use of the total cost…
Abstract
The purpose of this research paper is to help managers improve their understanding of logistics costs and the accounting for those costs in order to optimize use of the total cost approach to managing logistics processes. This paper will discuss the history and evolution of logistics management and activity‐based costing (ABC), the driving cost factors affecting the key logistics activities, and the use of ABC systems to help improve the allocation of logistics costs to specific cost objects. This paper also includes several important managerial implications and implementation techniques for an ABC system.
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Chris Hart and Michael Shoolbred
Suggests that, while quality systems and the measurement of qualityin higher education are much discussed, there has been little focus onwhat quality organizations are actually…
Abstract
Suggests that, while quality systems and the measurement of quality in higher education are much discussed, there has been little focus on what quality organizations are actually like to work in. Quality systems generate a quality culture and this is what is at the heart of successful quality organizations. Examines organizational culture and indicates the main features of successful quality cultures appropriate to higher education. It links these with quality values and beliefs. These are expressed in terms of rites and rituals, myths and legends within the organization. Readers are invited to consider their own organizational culture by working through a specially designed exercise. They are asked how rewards and recognition can be made relevant to a quality culture and what will happen if some parts of HE fail to adopt a quality ethos in keeping with the values of higher education.
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This study aims to construct an instrument for identifying certain attributes or capabilities that might enable healthcare staff to use complaints to improve service quality.
Abstract
Purpose
This study aims to construct an instrument for identifying certain attributes or capabilities that might enable healthcare staff to use complaints to improve service quality.
Design/methodology/approach
PubMed and ProQuest were searched, which in turn expanded access to other literature. Three paramount dimensions emerged for healthcare quality management systems: managerial, operational, and technical (MOT).
Findings
The paper reveals that the managerial dimension relates to quality improvement program infrastructure. It contains strategy, structure, leadership, people and culture. The operational dimension relates to implementation processes: organizational changes and barriers when using complaints to enhance quality. The technical dimension emphasizes the skills, techniques or information systems required to achieve successfully continuous quality improvement.
Research limitations/implications
The MOT model was developed by drawing from the relevant literature. However, individuals have different training, interests and experiences and, therefore, there will be variance between researchers when generating the MOT model.
Practical implications
The MOT components can be the guidelines for examining whether patient complaints are used to improve service quality. However, the model needs testing and validating by conducting further research before becoming a theory.
Originality/value
Empirical studies on patient complaints did not identify any analytical tool that could be used to explore how complaints can drive quality improvement. This study developed an instrument for identifying certain attributes or capabilities that might enable healthcare professionals to use complaints and improve service quality.
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This study aims to explore whether and how patient voices had been taken into account within quality management systems in Hospital A in Britain and Hospital B in Taiwan.
Abstract
Purpose
This study aims to explore whether and how patient voices had been taken into account within quality management systems in Hospital A in Britain and Hospital B in Taiwan.
Design/methodology/approach
The two hospitals were purposefully selected and the data were collected over six months, via documents, interviews, and a semi‐structured questionnaire. A mixed method strategy within an overall qualitative framework (i.e. managerial‐operational‐technical) was used to make comparisons between them.
Findings
A number of strategies were developed by both Hospital A and Hospital B to take patients' voice into account within quality systems. In an attempt to improve quality standards of services, both hospitals used patient satisfaction surveys relating to specific services to understand patients' opinions about care in outpatient services, inpatient services, or emergency services. They also set up patient suggestion boxes and managed complaints data to understand what patients needed and wanted.
Originality/value
There is very limited literature related to the comparison of quality systems. In particular, this study explores the mechanisms to take patients' voices into account within quality systems. The most important distinction between the two hospitals is that in Hospital A, complaints are managed by a quality manager, while in Hospital B the Social Work Department (SWD) is responsible for dealing with patient complaints. In practice, it is more effective for quality officers to take care of complaints management than social workers, in terms of using complaints to improve quality.
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Managers of contemporary organizations are continually examining modernmanagement techniques with a view to adopting best management practicesand thus gain competitive advantage…
Abstract
Managers of contemporary organizations are continually examining modern management techniques with a view to adopting best management practices and thus gain competitive advantage. The danger is that managers will adopt a functional stance and consider only narrowly defined management techniques contained within a functional specialism, for example finance or operations management, considering the inter‐functional implications of developing a particular technique. Describes activity‐based costing/management, total quality management and quality costing and considers the extent to which these techniques are interdependent and appropriate for a total quality organization.
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Alexander M. Goulielmos and Markos A. Goulielmos
The purpose of this paper is to investigate whether the Herald of Free Enterprise disaster was due to the ship or the management, using the modern management theory of complexity.
Abstract
Purpose
The purpose of this paper is to investigate whether the Herald of Free Enterprise disaster was due to the ship or the management, using the modern management theory of complexity.
Design/methodology/approach
The 75 pages investigation of the court has been studied and codified to the main aspects and mistakes producing the accident. After the mistakes were identified, a procedure adopted in analysis B to show how these could be avoided if a different management theory has been adopted.
Findings
The main finding was that management was responsible for the accident on shore mainly and on board and that a special communication mean which is called “dialogue” in complexity theory parlance had to be adopted.
Practical implications
Any shipping company and ship can identify itself through the common mistakes mentioned and adopt the proposed theory to improve safety and management's effectiveness.
Originality/value
The paper provides a concise analysis of the accident. A new theory is presented and linked to this case study. The study will be useful to management on shore and on board and for IMO of Flag administrations and departments of transport and others.