All of these elements taken together are critically important for quality, not complacency or mere compliance to the minimum set of requirements, to take hold and drive lasting cultural shifts in an organizational entity (Almaraz, 1994). The second key success factor is structural integration of the change management programs, TQM initiatives, and broader strategic plans and initiatives of the organization. For many healthcare providers, this galvanizing factor is the development of effort patient management programs including patient quality control audit initiatives that measure quality of car using the Six Sigma framework (Clemson, Lowe, 1993). This approach to defining quality management makes it quantitatively clear what the differences are in each dimension of quality, further highlighting areas needing the most improvement.

Conclusion and Applying the Lessons Learned

Culture often can stop positive change in quality management from occurring. When this happens, healthcare organizations...

Second, the structural integration of the organization must be congruent with the quality management initiatives if they are to succeed .
References

Almaraz, J. (1994). Quality management and the process of change. Journal of Organizational Change Management, 7(2), 6-6.

Angeli, I., Jones, J., & Sabir, B. (1998). Factors affecting a senior management culture change for total quality metamorphosis. Managing Service Quality, 8(3), 198-211.

Bergvall-Kareborn, B., Bergquist, B., & Klefsjo, B. (2009). Creating social change in a municipality using a total quality management approach. Total Quality Management & Business Excellence, 20(12), 1375.

Clemson, B., & Lowe, E. (1993). Total quality management and comprehensive change. Engineering…