Total quality management in human service organizations
- Newbury Park : SAGE, c1993
- 109 p.
Quality management: the new managerial wave The quality crisis in the human services Quality creates loyal customers Quality is free Quality management and human service values Is your organization ready for quality management? What is total quality management(TQM)? A brief history of TQM W. Edwards Deming Phil Crosby J. M. Juran Armand Feigenbaum TQM and service organizations The TQM wave hits the United States TQM as a philosophy of management The baldrige award criteria Common ground among the big four TQM experts Does philosophy really matter? Quality as an organizational goal What is quality? Customer-defined quality The challenge of determining an organization's customers The challenge of reconciling different customer quality views The challenge of professionally defined quality The challenge of collecting and using customer quality data Collecting and using customer quality data Collecting and using internal Customer quality data Identifying the organization's internal customers Determining internal customer quality preferences Developing quality measures Collecting quality data Monitoring quality data Collecting and using client customer quality data Identifying the organization's client customers Determining client customer quality preferences Collecting customer quality data Monitoring customer quality data Understanding and controlling variation The nature of variation Determining if a process is under control Defining system Determining the major processes Determining if a major process is stable After major processes are stabilized Continuous quality improvement through teamwork The deming cycle Teams and teamwork Quality circles Quality teams The tools of TQM Brainstorming Cause-and-effect diagrams Check sheets Pareto analysis Improving systems and major processes Top management commitment Creating a culture of quality Setting the tone Key actions A long-term perspective Employee empowerment Organizational goal displacement in TQM Losing sight of the customer The measure and improve fallacy Quality as everybody's and nobody's job Contractor involvement The quality implications of design and performance specifications The quality implications of government procurement systems The partnership model of POSC A plan for implementing TQM Training top management Soliciting top management commitment Forming the quality council Selecting the implementation strategy Training of middle managers and staff Collecting and analyzing customer quality data Forming quality teams Recognizing superior quality improvement Continuous quality improvement Afterword: quality as a journey
Qualidade Total Desempenho Organizacional Desenvolvimento Organizacional Capacitação Gerencial Comportamento Organizacional Consumo