A study of members' attitudes toward the process action team experience at a Naval hospital
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Authors
Seidman, Joyce H.
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Date of Issue
1992
Date
Publisher
San Diego, CA; San Diego State University
Language
en_US
Abstract
The Navy Medical Department, a bureaucratic control-type organization, is creating a quality infrastructure for the implementation of total quality leadership (TQL) through process action teams (PATs). Lessons learned from quality circles, an organizational intervention used to increase employees' participation in problem-solving, apply to the Navy's experience with PATs. A survey instrument developed by the author was administered to process action team members at a Naval hospital to assess their attitudes toward the PAT experience and TQL. Attitudes are clearly important in a long-term change effort such as this. Without favorable attitudes and strong commitment to the process, the implementation of TQL cannot succeed. The survey should be viewed as a formative evaluation of one Naval hospital's efforts after 18 months, a critical time to provide feedback about how team members are reacting to this management initiative. While progress has been made, the survey results suggest areas where improvements should occur to deepen members' commitment to and acceptance of TQL and process action teams.
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Thesis
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Format
1 v. (various foliations).