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Orientador: Ettore Bresciani Filho / Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica / Made available in DSpace on 2018-08-03T18:25:29Z (GMT). No. of bitstreams: 1 Bacelar_SoniaReginaBarreto_M.pdf: 1511640 bytes, checksum: f9e59789da07bd444f6fc9340c82cb74 (MD5) Previous issue date: 2003 / Mestrado

This study focused on the University of Wisconsin Stout's (UW Stout) implementation of the Malcolm Baldridge Award (MBNQA) Criteria for Educational Performance Excellence. The study had two objectives: (1) to determine administrator, faculty, and staff/support staff perceptions and compare those perceptions; and, (2) to identify the positive and negative views each of the three groups held regarding the implementation process. The study design was a mixed method approach which used both qualitative and quantitative research methodologies. Administrators, faculty, and staff/support staff at UW Stout were randomly selected to participate in the study. The instrument used to gather information contained 26 quantitative, two qualitative, and three demographic questions. Qualitative data were analyzed using analysis of variance with an alpha level established at .05. Results revealed significant differences in participants' perceptions for four of the seven MBNQA categories. Tukey Post-Hoc tests were performed for each of the significant categories. Post-Hoc tests for all four categories indicated that administrative participants had significantly more positive perceptions of MBNQA education criteria implementation than faculty or staff/support staff. A content analysis of the qualitative data revealed five positive themes: (1) Recognition as a Center of Excellence, (2) Pride in Affiliation, (3) Positive Exposure/Marketing Opportunities, (4) Conduit for Continuous Improvement, and (5) Increased Communication. Analysis also revealed nine common negative themes: (1) Perceived Opportunity Costs, (2) Education/Training Needs. (3) A Lack of Continuous Improvement, (4) Increased Workload, (5) Disconnect Between the Award and the University Mission, (6) Campus Climate, (7) Increased Quality Expectations, (8) Decisions Being Made Without Following the Baldridge Model, and (9) Insufficient Employee Recognition. Study findings may provide insight regarding employees' differing views of quality implementation at the university level. Results of this investigation may be useful to quality consultants who assist others in the establishment of institutional quality initiatives as well as higher education administrators who are considering MBNQA criteria implementation at their own institutions. / Ph. D.

Key elements found in areas of organizational commnication which develop into the foundational structure for the comprehensive list of best practices for communication is discerned from the wide array of practices existent in American companies. To remain among the most competitive globally, it is increasingly important to understand how best practices can be utilized to maintain a lead. This can be accomplished by recognizing the importance of American efforts to share knowledge and strategies for competitiveness. The Federal program under the directive of National Institute of Standards and Technology (NIST) manages a program called the Malcolm Baldrige National Quality Award (MBNQA). Using the award summary profiles of the 68 MBNQA recipients, the best practices are studied to reveal the tactics and strategies that influence the best American companies to achieve the highest productivity and successful communication models. The practices measured within the profile summaries of winning organizations are comprehensively packaged for senior leader use in strategic planning and vision deployment. Exploring reoccurring communication models found in the Malcolm Baldrige National Quality Award Program contributes to the body of knowledge in organizational communication studies; by comprehensively providing the practices used for organizational excellence. The seven principles integral to organizational communication methods employed by top national companies can be categorized by these essential communicative functions: adapting to change, adapting new technology, managing information effectively, mentoring for leadership, organizational culture, performance feedback, and supervisor and employee communication. MBNQA recipient application profiles principle attributes were calculated by degrees of contribution to the successful application to organizational communication models. Success is identified by the award criteria with regard to aspects of business which exemplify quality improvement in their approach to deployment, integration, and learning. These areas are looked at in terms of relevance to key factors in varied levels concerning strengths, opportunities, and results.

This thesis investigated the relationship between Total Quality Management (TQM) practice and hospital performance from 1997 t0 2001 in a Taiwan public hospital. In Taiwan, previous research focused on TQM practice and hospital performance in the manufacturing sector. Earlier research relevant to hospitals emphasised outcomes, such as hospital efficiency. The current study differs from the previous hospital research by examining comprehensive organisational performance, including financial and non-financial performance. The objective was to gain insights into ways in which the managers of hospitals might use the findings to enhance the hospital performance levels. The Malcolm Baldrige National Quality Award (MBNQA) 2001 health care criteria for performance excellence were used as a research instrument to measure TQM practice and hospital performance. Data were collected using triangulation method, that is a self-assessment questionnaire, focus group interviews and documentation that is Government Annual Reports. Multivariate Analysis of Variance (MANOVA) and Multiple Regression Analysis were utilised to analyse data from questionnaires. Findings from focus group interviews were coded and categorised. Findings from documentation were used to verify and validate the progress of hospital performance. The quantitative findings indicated that the demographic characteristics of employees had no significant impact on TQM practice, nor on hospital performance. Elements of TQM, however, were important determinants of overall hospital performance, the more committed the TQM practice, the better the hospital performance. The qualitative findings indicated that, for Hospital A, effective TQM would be accomplished through incremental organisational change. This research makes a contribution to both academic knowledge and hospital practice. It bridges the research gap in the relationship between TQM practice and hospital performance and also offers a solid foundation for future academic research. The study also provides short and long-term recommendations about quality improvement to both the manager and hospital A.

Thesis (D. Ed.)--University of Texas at Austin, 2001. / Vita. Includes bibliographical references. Available also from UMI/Dissertation Abstracts International.

Thesis (Ph. D.)--University of North Texas, Aug., 2009. / Title from title page display. Includes bibliographical references.

Thesis (Ph. D.)--University of Texas at Austin, 2001. / Vita. Includes bibliographical references (leaves 208-213). Available also in a digital version from Dissertation Abstracts.

Thesis (Ph. D.)--Ohio State University, 2008. / Title from first page of PDF file. Includes bibliographical references (p. 188-193).

Thesis (M.M.S.)--Carleton University, 1999. / Also available in electronic format on the Internet.