000			01930naa a2200265uu 4500
001			6041711424421
003			OSt
005			20190211161028.0
008			060417s2006 xx ||||gr |0|| 0 eng d
100	1		_aFISHER, Caroline M. _924568
245	1	0	_aRetesting a model of the Deming management method
260			_aUK : _bRoutledge, _cMay 2005
520	3		_aAnderson et al. (1994) developed a model of the theory of quality management underlying the Deming management method; Anderson et al. (1995) tested that model using path analysis. They used data from an existing database collected from 41 manufacturing plants in the electronics, machinery, and transportation industries with 100 or more employees. In this study, which retests their model, data were gathered from over 100 manufacturing and service companies of all sizes across the US and Canada. The measures used in the original study were modified to apply to both service and manufacturing organizations. The data were analysed using similar statistical analysis procedures, and comparisons were made with the results of the Anderson et al. (1995) study. The results showed strong support for the model developed by Anderson et al. (1994) with the exception of one construct, Employee Fulfilment. The findings suggest that implementing a continuous improvement effort without first implementing Visionary Leadership, Cooperation, Learning, and Process Management is a recipe for failure.
650		4	_aTotal Quality Management _919435
650		4	_aDeming management method _924569
650		4	_aManagement theory _918595
650		4	_aSuccess factors _912603
700	1		_aBARFIELD, Jesse _924570
700	1		_aLI, Jing _924571
700	1		_aMEHTA, Rajiv _924572
773	0	8	_tTotal Quality Management & Business Excellence _g16, 3, p. 401 - 412 _dUK : Routledge, May 2005 _xISSN 1478-3363 _w
942			_cS
998			_a20060417 _b1142^b _cNatália
998			_a20081210 _b1032^b _cZailton
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c15590 _d15590
041			_aeng