This master thesis is focused on Total Quality Management implementation into Sovereign Hotel Prague. The aim of this thesis is to discover the quality level of this hotel and initiate such arrangments that would lead to longterm sustainability.Therefore there is a complete intern audit realized, that is conducted out of 25 quality checklists with all together 376 evaluation criteria. There are also used reviews from Tripadvisor and Booking.com for evaluation of the quality in hotel Sovereign. The results from the intern audit lead to implementation of TQM in the hotel. The theoretical part is focused on definition of quality, its characters, aspects and possibilities of quality management. It describes the principles of Total Quality Management and its use in hotel business. Facilities, services, organisational structure and market position of Hotel Sovereign is also characterised.

No description available.

Recent marketplace realities and trends have forced health care institutions to adopt strategic orientations that stress a customer focus. Central to such strategic orientations is the effective utilization of service quality practices and philosophies. Toward that end, this research offers health care institutions an affordable methodology. A real-life application of the rapid assessment methodology (RAM) in a health care operational setting is presented. Finally, a framework to guide the implementation of the RAM methodology is outlined and explored.

No / This paper describes a study made into the application of PFMEA in a sample of suppliers to an automotive manufacturing company in the UK. The objectives of the research were to study the concerns and inhibitors that PFMEA users have, establish how the effectiveness could be determined, evaluate PFMEA use as a problem prevention technique and to recommend best practice. The research methodology included the use of interviews, workshops and questionnaires involving 150 quality approved suppliers. Conclusions were drawn to show that the PFMEA technique has its limitations, caused by a number of issues. Recommendations for overcoming these limitations of the PFMEA process are presented.

No description available.

Yes / Despite the robust evidence for the direct relationship between organisational culture (OC) and total quality management (TQM), the mechanisms underlying this relationship are not fully explored and have received little empirical attention. This paper extends prior TQM research in a novel way by building and then empirically testing a theoretical model that includes the mediating role of employee readiness for change dimensions (ERFCs) in the OC –TQM relationship. The paper adds value through its contextual originality in being one of the first studies that are conducted in Algeria; which has special ties with the EU geographically, politically and economically. The empirical data for this study was drawn by distributing a questionnaire to 226 middle managers of Algerian firms. Our findings support the mediating roles of two dimensions of ERFC, namely: self-efficacy (ERFC1) and personal valence (ERFC4) in the OC –TQM relationship. This indicates that the improvement in TQM implementation is not a direct consequence of supportive organisational culture but rather of self-efficacy and personal valence transferring the impact of group and adhocracy culture to TQM. To this effect, these results go beyond previous research and contribute significantly in explaining the underlying psychological mechanisms in the OC –TQM relationships model.

When applied successfully, the QM initiatives TQM and Lean enhance an organization´s ability to meet and exceed the expectations of the customers as well as co-workers and other stakeholders. There are however also QM initiatives that fail and one reason for this is the organization’s inability to create a supportive culture, a culture that rests on a number of values which aim at improving the quality and thereby customer satisfaction. Even though this is known by both practitioners and researchers, little has been written on how to achieve a QM culture in practice and there are not many methodologies and tools designed directly with purpose of creating this culture. In addition, the measurements used for monitoring organizational success focus mainly on ‘hard’ process or financial measures such as lead-time reduction and operating income.   The purpose of this thesis has been to ‘examine how a strong organizational culture can be created and to contribute with knowledge about how to create and measure a QM culture’. To fulfill this purpose, a number of case studies have been carried out and a questionnaire has been developed in order to measure the presence and importance of a number of QM values. The research presented in this thesis reinforces the fact that culture is an important factor to take into account when applying QM initiatives. A structured way of working with culture and the development of a strategy on how the culture in the organization will be changed is needed. This in combination with methodologies and tools aiming directly at enhancing a QM culture. The research also shows that the relationship between organizational culture, values and behaviors needs to be considered when working to create a strong QM culture. Most of the methodologies and tools found in the case studies aim directly at reinforcing the ‘right’ behaviors in the organization, hence enhancing the underlying values. For instance, the way an organization works with selection, e.g. recruitment and promotion, based on behaviors rather than documented merits is one methodology found in the research. The leadership was found to be important when it came to building or strengthening the culture. Managers are considered key players and need to act as role models, displaying the desired behaviors themselves. The managers need to be present among their co-workers and aware of how their own actions affect the possibility to build a strong QM culture. Another conclusion drawn is the need to measure the ‘softer’ side of QM. One starting point when applying a QM initiative should be the assessment of the existing culture in the organization as a complement to the ‘harder’ measures. The research presented in this thesis suggests that the questionnaire that has been developed could be an appropriate tool for this purpose. If the existing culture in an organization does not support the values within QM, the behaviors of managers and co-workers that are needed to improve quality and thereby customer satisfaction could be hard to achieve. / Framgångsrikt tillämpade kan kvalitetsledningsinitiativ (QM initiativ) som TQM och Lean förbättra organisationers förmåga att möta och överträffa kundernas likväl som medarbetarnas och andra intressenters förväntningar. Det finns dock QM initiativ som misslyckas och en av anledningarna är oförmågan att skapa en stödjande kultur. En kultur som vilar på ett antal värderingar med syfte att förbättra kvaliteten och därmed kundtillfredsställelsen. Även om detta är känt av både praktiker och forskare så finns det inte mycket skrivet om hur man uppnår denna kultur i praktiken. Dessutom finns få utvecklade metoder och verktyg som syftar direkt till att skapa en QM kultur. Förutom detta så är de flesta mätningar som används för att följa organisationers utveckling främst av det hårda slaget, dvs. finansiella eller processorienterade mätningar t.ex. ledtidsreducering och rörelsekapital. Syftet med den här avhandlingen har varit att "undersöka hur en stark organisationskultur kan skapas och att bidra med kunskap om hur man kan skapa och mäta en kvalitetsledningskultur". För att uppfylla detta syfte har ett antal fallstudier genomförts och en enkät har utvecklats för att mäta förekomsten och betydelsen av ett antal QM värderingar. Den forskning som presenteras avhandlingen stärker det faktum att kulturen är en viktig faktor att ta hänsyn till vid tillämpningen av QM initiativ. Det finns ett behov av ett strukturerat arbetssätt för att påverka kulturen samt att utveckla en strategi för hur kulturen i organisationen ska kunna skapas. I kombination med detta så finns även att behov av metoder och verktyg som syftar direkt till att stärka QM kulturen. Forskningen visar också att sambandet mellan organisationskultur, värderingar och beteenden måste tas i beaktning när man arbetar för att skapa en stark kultur. De flesta metoder och verktyg som påträffats i fallstudierna syftar direkt till att stärka "rätt" beteenden i organisationen, och därigenom förstärka de underliggande värderingarna. Även ledarskapet är viktigt när det gäller att skapa eller stärka kulturen. Chefer är nyckelaktörer och måste agera som förebilder och själva uppvisa önskade beteenden. Hur organisationer arbetar med urval, dvs. rekrytering och befordran, baserat på beteenden snarare än dokumenterade meriter är en metod som påträffats i forskningen. En annan metod funnen är ”storytelling” som kan användas för att återberätta historier från organisationen som visar på beteenden som stärker önskade värderingar. En slutstats som dras är att det finns ett behov av att mäta de ”mjukare” sidorna av QM. Utgångsläget vad gäller den befintliga kulturen när man ska tillämpar QM initiativ bör mätas för att komplettera de ”hårdare” mätetalen. Forskningen som presenteras i avhandlingen visar att den enkät som utvecklats skulle kunna användas som ett verktyg för att göra dessa mätningar. Antingen för att mäta utgångsläget innan man börjar tillämpa Lean eller TQM eller som ett sätt att kontinuerligt följa upp och behålla fokuset på värderingar och kulturen i en organisation. Om kulturen som råder i en organisation inte stödjer QM värderingar kan det vara svårt att få de beteenden från chefer och medarbetare som krävs för att förbättra kvaliteten och därmed kundnöjdheten.

För att möta kraven från en allt mer konkurrensutsatt och global marknad bedrivs någon form av förbättrings- eller förändringsarbete i dagens organisationer. En grundläggande förutsättning för att nå framgång i arbetet med verksamhetsutvecklingen är ett engagerat, synligt och tydligt ledarskap. Ledarens viktigaste roll i utvecklingsarbetet är att motivera, coacha och utveckla individer och team. Syftet med den här studien är att hjälpa till att skapa en större förståelse om hur coachning kan användas för verksamhetsutveckling. Detta genom att utföra en forskningsöversikt över olika coachningsmodeller och definiera vad en coachningsmodell är samt analysera hur de kan användas i arbetet med verksamhetsutveckling. Resultatet av studien visade att en coachningsmodell är vanligtvis fasindelad. Det handlar om en förtroendebaserad lärprocess som sker mellan coach och mottagaren av coachningen. En coachningsmodell bygger på en utveckling av människan och/eller processen. Detta sker via öppna, relevanta frågeställningar som ska vara baserade på situation och målsättning. Studien visar att det finns olika användningsområden för coachningsmodellerna. De kan hjälpa till att utveckla ett beteende, utveckla individen, processen eller hela systemet. Det finns även starka kopplingar mellan de studerade coachningsmodellerna och hur verksamhetsutveckling kan bedrivas. Exempelvis tas vikten av samspel mellan coach, ledare, medarbetare och kund upp. Att coacha varandra genom hela kedjan leder till processutveckling som i sin tur gynnar kunden. Anpassa frågorna i coachningssamtalet mot verksamhetens mål och använd coachningen för att arbeta med ständiga förbättringar i små steg, tänk i banor som PDSA-hjulet. / To meet the demands of an increasingly competitive and global market, today’s organizations operates some form of improvement or change management. A basic prerequisite for success in the work with business development is a committed, visible and clear leadership. The leader's most important role in the development process is to motivate, coach and develop individuals and teams.The purpose of this study is to help create a greater understanding of how coaching can be used for business development. This by performing a research on different coaching models and define what a coaching model is and analyze how it can be used in the process of business development. The results of the study showed that a coaching model is usually phased. It is about a trust-based learning process that takes place between the coach and the recipient of coaching. A coaching model is based on the development of the human and/or the process. This is done through open, relevant framing of questions which should be based on the situation and the objectives. The study shows that there are different uses for coaching models. They can help develop a behavior, developing the individual, the process or the entire system. There are also strong links between the studied coaching models and how organizational development may be pursued. For example, the importance of interaction between the coach, leader, employee and customer is mentioned. To coach one another through the whole chain, is leading to process development which in turn benefits the customer. Customizing the questions in the coaching conversation toward the organization’s goals and use coaching to work with continuous improvements in small steps, like PDSA cycles.

Submitted by Fernanda Rodrigues de Lima (fernanda.rlima@ufpe.br) on 2018-07-10T22:01:02Z No. of bitstreams: 2 license_rdf: 811 bytes, checksum: e39d27027a6cc9cb039ad269a5db8e34 (MD5) DISSERTAÇÃO Catherine Amador Marciales.pdf: 1591446 bytes, checksum: 39d8ff781da7a060d13e744401e30d78 (MD5) / Made available in DSpace on 2018-07-10T22:01:02Z (GMT). No. of bitstreams: 2 license_rdf: 811 bytes, checksum: e39d27027a6cc9cb039ad269a5db8e34 (MD5) DISSERTAÇÃO Catherine Amador Marciales.pdf: 1591446 bytes, checksum: 39d8ff781da7a060d13e744401e30d78 (MD5) Previous issue date: 2017-02-22 / CAPES / O presente trabalho aborda os diferentes elementos e dimensões da qualidade dentro de um contexto de micro e pequena empresa, desde a perspectiva do dono ou gerente, com o objetivo de determinar e categorizar as variáveis que influenciam o Total Quality Management para o melhoramento dos processos, assim como a comparação dos modelos de gestão grandes empresas em relação as micro e pequenas empresas para identificar os elementos diferentes das grandes empresa. Ao encontrá-los é possível chegar a sugerir as diferenças das duas estruturas empresarias que divergem ou se complementam. A coleta de informação foi feita em seis empresas brasileiras e duas empresas colombianas, mediante uma entrevista sem estruturada, formulada com base nos estudos de caso de empresas, encontrados na fundamentação teórica. Como resultado foi obtido dimensão de filosofia, como sendo a com maior quantidade de elementos encontrados relacionados pelos gerentes das micro e pequenas empresas, e a de maior relevância em referência das grandes empresas, enquanto que as desvantagens das grandes empresas como resistência a mudança, estrutura hierárquica rígida e restrição na aprendizagem, se apresentaram como fortes pontos das micro e pequenas empresas. / The present work approach the elements and dimensions of quality within a Micro and Small business context from the perspective of the owner and the manager with the purpouse of determining and categorizing the variables influence Total Quality Management for the improvement of processes, as well as the comparison of the models of management of large companies in relation to micro and small companies to identify the elements of large companies. Found them, suggest the differences of two business structures diverge or complement each other. The collection of information is done through a semi structured interview formulated based on case studies of companies found in articles. As a result are obtained the dimensions of philosophy being the dimension with greater number of elements found relaced and the one of greater relevance in reference of big companies, likewise the disadvantages of the big companies resistance to the change, and rigid hierarchical structure in the Learning as a strength of small businesses.

In the last decade, the rapid development in the Kingdom of Saudi Arabia (KSA) has forced its government to implement modern management styles such as Total Quality Management (TQM) to ensure continuous improvement in the provision of healthcare. There is a considerable body of literature that shows the benefits of implementing TQM in hospitals, but there are few empirical studies that show TQM implementation efforts in the healthcare sector. Furthermore, the healthcare literature did not explore the implementation of TQM in a context of gender segregated environment such as the case in KSA. This research project is an exploratory investigation assessing the impact of TQM in a gender segregated healthcare environment such as KSA. The research design used triangulation methods to investigate the problem at hand. A combination of quantitative and qualitative methodologies were used through field-work and external comparisons. The approach was based on the following: (1) Assessing the level of perception and understanding of TQM principles in several KSA hospitals, taking into account the differences and similarities between the different gender population, (2) Examining the approach to TQM implementation and its degree of effectiveness in four Saudi hospitals to highlight critical factors for effective implementations using the Baldrige assessment method; (3) Benchmarking the Saudi hospital experiences to UK and USA hospitals to highlight key facilitating and inhibiting factors; (4) Using key findings from the previous steps to identify the critical factors and propose a model for TQM implementations in a segregated healthcare environment such as the case in the KSA. The survey research findings show a weak appreciation, awareness and understanding of TQM in managing healthcare organisations by the respondents in the KSA. It clearly shows that many employees in the organisations do riot understand TQM. The degree of emphasis for each quality activity varied and thus more research needs to be done to investigate the importance of each quality activity to a TQM implementation process, as there are varying degrees of emphasis across the board. The KSA case studies show that in implementing organisations, TQM intentions and TQM policy frameworks are generally acceptable. However, the implementation process is generally weak and lacks coordination in the majority of these organisations. It is clear that the majority of the KSA cases have not succeeded in total commitment towards a total quality culture. When compared to the UK and USA hospitals, the majority of the KSA cases show deficiencies in most of the critical activities that form the foundation of a successful quality process. Furthermore, the study indicates three critical factors in KSA hospitals that either did not exist or were not given full attention. The importance of these factors were further validated in the literature. The factors were continuous top management commitment, continuous education and training, and culture awareness. These factors were then used to develop a model for TQM implementation for a segregated healthcare environment. / King Saud University