GOING BEYOND TOTAL QUALITY: THE CHARACTERISTICS, TECHNIQUES, AND MEASURES OF LEARNING ORGANIZATIONS

1995 ◽  
Vol 3 (1) ◽  
pp. 24-44 ◽  
Author(s):  
Fred Luthans ◽  
Michael J. Rubach ◽  
Paul Marsnik
Keyword(s):  
Learning Organizations ◽  
Total Quality

Higher educational institutes as learning organizations for employer branding

2015 ◽  
Vol 47 (5) ◽  
pp. 265-276 ◽  
Author(s):  
USHA LENKA ◽  
SANIYA CHAWLA
Keyword(s):  
Knowledge Management ◽  
Conceptual Framework ◽  
Learning Organization ◽  
Learning Organizations ◽  
Learning Culture ◽  
Continuous Learning ◽  
Total Quality ◽  
Open Communication ◽  
Content Type ◽  
Academic Literature

Purpose – Contemporary organizations emphasize upon continuous learning to be able to face the environmental dynamism and further build a learning organization. The purpose of this paper is to reflect the conceptual framework of learning organization, integrating variables at individual, team, and organizational levels. Design/methodology/approach – The framework has been devised through the review of literature from 1950s to 2014 using the databases of EBSCO, Emerald, Proquest, Science Direct, and Scopus to ensure the reliability. Findings – The variables are resonant leadership style, knowledge management, intrapreneurship, total quality management (TQM), and supportive learning culture. Resonant leaders are emotionally intelligent leaders who evoke positive emotions among their subordinates through setting an example, ensuring mindfulness, hope, and compassion. Knowledge management is basically creating, transferring, maintaining, and organizing knowledge in organizational repositories. Intrapreneurship is the initiative and risk taken by the employees. TQM is a management practice that promotes total involvement, continuous improvement, and reflexive decisions taken by team members. Supportive learning culture pushes individuals toward a common goal, which is further facilitated, by open communication, affective and cognitive trust, and organic structure. These factors pose as enablers to foster continuous learning among employees. A learning organization, therefore, can establish a strong employer brand by enhancing employees’ emotional attachment and further aides’ attraction and retention of talent. Originality/value – So far, all these important variables have been ignored in the academic literature especially in the context of educational institutes as learning organizations. Also, there is a void in academic literature with respect to integrated model of learning organization. In this way, the paper tries to fill the gap by developing a conceptual framework of learning organization, followed by discussion and managerial implications.

A study on learning organizations in Indian higher educational institutes

2015 ◽  
Vol 27 (2) ◽  
pp. 142-161 ◽  
Author(s):  
Saniya Chawla ◽  
Usha Lenka
Keyword(s):  
Learning Organizations ◽  
Faculty Members ◽  
Primary Data ◽  
Total Quality ◽  
Employer Branding ◽  
Content Type ◽  
Resonant Leadership ◽  
Higher Educational ◽  
Antecedents And Consequences ◽  
Practical Implications

Purpose – This paper aims to study the antecedents and consequences of learning organizations (LOs) in Indian higher educational institutes. Design/methodology/approach – The methodology used is survey-based. Primary data were collected from 300 faculty members of Indian higher educational institutes. Findings – It was found that all the variables, i.e. resonant leadership (RL), knowledge management, intrapreneurship and total quality managt1ent, have a significant moderate impact on LO. It has also been found that LO results in strong employer branding. Research limitations/implications – Discussions are performed and conclusions are drawn in the context of existing literature. The study bears implications for researchers to take on similar research in other contexts. Practical implications – The study bears significant implications for faculty members working in higher educational institutes. It is suggested that RL should be used to contribute toward LOs in institutions. Moreover, this would make the institute emerge as a strong employer brand. Originality/value – This paper identifies significant antecedents and consequences of LOs. It is a pioneering effort to use all these variables together as predictors of LO in Indian context.

Introduction of a quality management system compliant with DIN EN ISO 9001:2000 into a university department of nuclear medicine

2001 ◽  
Vol 40 (06) ◽  
pp. 228-238 ◽  
Author(s):  
U. Paschen ◽  
S. Kröger ◽  
K. H. Bohuslavizki ◽  
M. Clausen ◽  
V. Jansen-Schmidt
Keyword(s):  
Nuclear Medicine ◽  
Quality Management System ◽  
Iso 9001 ◽  
Total Quality ◽  
System A ◽  
General Rules ◽  
Therapeutic Procedures ◽  
University Department ◽  
Referring Physicians ◽  
The University

SummaryIn 1995, the management of the University Clinic Hamburg-Eppendorf proposed to establish a total quality assurance (QA) system. A revised QA-system has been introduced stepwise in the department of nuclear medicine since 1997, and certification was achieved in accordance with DIN EN ISO 9001:2000 on February 14,2001.The QA-handbook is devided into two parts. The first part contains operational (diagnostic and therapeutic) procedures in so-called standard operating procedures (SOP). They describe the indication of procedures as well as the competences and time necessary in a standardized manner. Up to now, more than 70 SOPs have been written as a collaborative approach between technicians and physicians during daily clinical routine after analysing and discussing the procedures. Thus, the results were more clearly defined processes and more satisfied employees.The second part consists of general rules and directions concerning the security of work and equipment as well as radialion protection tasks, hygiene etc. as it is required by the law. This part was written predominantly by the management of the department of nuclear-medicine and the QA-coordinator. Detailed information for the patients, documentation of the work-flows as well as the medical report was adapted to the QM-system. Although in the introduction phase of a QA-system a vast amount of time is necessary, some months later a surplus for the clinical workday will become available. The well defined relations of competences and procedures will result in a gain of time, a reduction of costs and a help to ensure the legal demands. Last but not least, the QA-system simply helps to build up confidence and acceptance both by the patients and the referring physicians.

PENGARUH INPUT PROSES RELATIONSHIP MARKETING TERHADAP OUTPUT PROSES RELATIONSHIP MARKETING

2019 ◽  
Vol 27 (2) ◽  
pp. 190-206
Author(s):  
Surawan Setya Budi S
Keyword(s):  
Relationship Marketing ◽  
Research Use ◽  
Measuring Instrument ◽  
Total Quality ◽  
Input Process ◽  
Customer Expectations ◽  
Simultaneous Test ◽  
Marketing Process ◽  
Process Understanding ◽  
The Relationship

This research use relationship marketing teory which applied 4 factor of input process understanding customer expectations, building service partnerships, empowiring employers, and total quality management, and output relationship marketing process: customer satisfaction and customer layalty. The objective of this research is to find out wich factors of input process that has more impact on the output process in relationship marketing. There are 60 trusted correspondencea from Grand Inna Malioboro Hotel customer whom at least have been stayed at the hotel three times. The method of collecting data in these research use questioners and Likert scale measuring instrument 5 points that will be tested by the instrument and analyzed by using regressision analysi the simultaneous test of variabel for the relationship marketing input s. The result of the instrument shows the items used are valid and reliable. It displays the outpout process passed the assumtions test, while the signifikacant relationship marketingto the output of relationtionship marketing, For the passive test of vareable input process relationship marketing with the ouput process relationship marketing shows all significant variables unless vareabel understands customer expectations does not have a significant effect on the process of output relationship marketing

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