scholarly journals How Quality Improvement Projects Influence Organizational Culture

2005 ◽  
Vol 8 (sp) ◽  
pp. 26-31 ◽  
Author(s):  
Leona Zboril-Benson ◽  
Bernice Magee
Keyword(s):  
Organizational Culture ◽  
Quality Improvement

Organizational Culture, Continuous Quality Improvement, and Medication Administration Error Reporting

2001 ◽  
Vol 16 (4) ◽  
pp. 128-134 ◽  
Author(s):  
Bonnie J. Wakefield ◽  
Mary A. Blegen ◽  
Tanya Uden-Holman ◽  
Thomas Vaughn ◽  
Elizabeth Chrischilles ◽  
...  
Keyword(s):  
Organizational Culture ◽  
Quality Improvement ◽  
Continuous Quality Improvement ◽  
Medication Administration ◽  
Error Reporting ◽  
Medication Administration Error ◽  
Continuous Quality ◽  
Administration Error

Organizational Culture as a Dimension of Quality Improvement in Rural Nursing Homes

2011 ◽  
Vol 12 (3) ◽  
pp. B18-B19
Author(s):  
Chandni Tara Sud ◽  
Chandni Tara Sud ◽  
Jurgis Karuza ◽  
Tobie H. Olsan ◽  
Suzanne M. Gillespie ◽  
...  
Keyword(s):  
Organizational Culture ◽  
Quality Improvement ◽  
Nursing Homes ◽  
Rural Nursing

The Association of Organizational Culture and Quality Improvement Implementation With Neonatal Outcomes in the NICU

2015 ◽  
Vol 29 (5) ◽  
pp. 435-441 ◽  
Author(s):  
Sukhy Mahl ◽  
Shoo K. Lee ◽  
G. Ross Baker ◽  
Catherine M.G. Cronin ◽  
Bonnie Stevens ◽  
...  
Keyword(s):  
Organizational Culture ◽  
Quality Improvement ◽  
Neonatal Outcomes

scholarly journals Using the QI Maturity Tool – Modified Ontario Version to assess the state of QI maturity in Ontario’s public health units

2021 ◽  
Vol 79 (1) ◽  
Author(s):  
Madelyn P. Law ◽  
Alex Berry ◽  
Nicole Clarke ◽  
Graham Hay ◽  
Caitlin Muhl ◽  
...  
Keyword(s):  
Public Health ◽  
Organizational Culture ◽  
Quality Improvement ◽  
Perceived Value ◽  
Organizational Structures ◽  
The State ◽  
Three Dimensions ◽  
Knowledge And Skills ◽  
Continuous Quality ◽  
Maturity Score

Abstract Background Implementation of quality improvement (QI) practices varies considerably among public health units (PHUs) in Ontario. With the emphasis on continuous quality improvement (CQI) in the revised Ontario Public Health Standards (OPHS), there is a need to understand the level of QI maturity in Ontario’s PHUs. The objective of this research was to establish a baseline understanding of QI maturity in Ontario’s PHUs. Methods The QI Maturity Tool - Modified Ontario Version was used to assess the state of QI maturity in 34 PHUs across Ontario. QI maturity was assessed through 23 questions across three dimensions: QI Organizational Culture; QI Capacity and Competency; and QI Perceived Value. QI maturity scores were classified into five stages: Beginning; Emerging; Progressing; Achieving; and Excelling. QI maturity scores were calculated for each of the 34 participating PHUs to determine their stage of QI maturity. Each PHU’s score was then used to determine the provincial average for QI maturity. Participants were also asked to answer three questions related to core CQI organizational structures. Results Across the 34 PHUs, 3503 staff participated in the survey. A review of individual PHU scores indicates that Ontario’s PHUs are at varying stages of QI maturity. The average QI maturity score of 4.94 for the 34 participating PHUs places the provincial average in the “Emerging” stage of QI maturity. By QI dimensions, the participating PHUs scored in the “Emerging” stage for QI Organizational Culture (5.09), the “Beginning” stage for QI Competency and Capacity (4.58), and the “Achieving” stage for QI Perceived Value (6.00). Conclusion There is an urgent need for Ontario’s PHUs to progress to higher stages of QI maturity. Participants place a high value on QI, but collectively are at less “mature” stages of QI in relation to QI organizational culture and the competency and capacity to engage in QI activities. PHUs should leverage the value that staff place on QI to foster the development of a culture of QI and provide staff with relevant knowledge and skills to engage in QI activities.

scholarly journals Organizational culture, authentic leadership and quality improvement in Canadian healthcare facilities

2020 ◽  
Vol 73 (suppl 5) ◽  
Author(s):  
Andrea Bernardes ◽  
Carmen Silvia Gabriel ◽  
Greta G. Cummings ◽  
Ariane Cristina Barboza Zanetti ◽  
Alexandre Bevilacqua Leoneti ◽  
...  
Keyword(s):  
Organizational Culture ◽  
Quality Improvement ◽  
Leadership Practices ◽  
Authentic Leadership ◽  
Cross Sectional Study ◽  
Organizational Cultures ◽  
Cross Sectional ◽  
Healthcare Facilities ◽  
Chi Squared ◽  
Canadian Healthcare

ABSTRACT Objective: To investigate relationships among flexible and hierarchical organizational cultures, quality improvement domains, and authentic leadership competencies in Canadian healthcare facilities. Method: Observational cross-sectional study conducted in Alberta, Canada. Nurse managers (n=226) completed a survey including validated measures of organizational culture, quality improvement and authentic leadership. Data were analyzed using descriptive statistics, Spearman's correlation coefficient and Chi-squared test (p<0.05). Results: Quality improvement through accreditation is related to organizational culture and authentic leadership. We saw a propensity for participants who reported working in a more flexible culture also reported greater quality improvement implementation and authentic leadership practices. Conclusion: This study assessed and reported the relationships between flexible organizational cultures, quality improvement through the accreditation process, and authentic leadership practices of healthcare managers. Flexible organizational cultures influence the adoption of authentic leadership, participatory management model and also improves quality.

scholarly journals Organizational culture and quality improvement: Differences across continents

2020 ◽  
Vol 48 (2) ◽  
pp. 372-382
Author(s):  
Vesna Spasojević-Brkić ◽  
Branislav Tomić ◽  
Aleksandar Brkić ◽  
Zorica Veljković ◽  
Mirjana Misita
Keyword(s):  
Organizational Culture ◽  
Quality Improvement

Role of Organizational Culture in Quality Management

2018 ◽  
pp. 324-350
Author(s):  
Sushma Nayak ◽  
Abhishek Behl
Keyword(s):  
Organizational Culture ◽  
Quality Improvement ◽  
Quality Management ◽  
Total Quality Management ◽  
Continuous Quality Improvement ◽  
Total Quality ◽  
Continuous Quality ◽  
Business Excellence ◽  
The Way

In this intensely competitive world, an organization can survive in business only as long as it is consistently able to deliver quality products and services. The impulse for higher quality has brought about far-reaching changes in the way business is conducted. Likewise, studies in recent years are attempting to establish the interrelationship between organizational culture and total quality management. An organization is likely to attain a set of core managerial standards, norms, and practices that distinctively identifies the way it runs business; such standards give rise to a culture that may confer the organization a persistent competitive advantage, particularly if it is nifty, atypical, and imperfectly replicable. The present study explores the case of Bhagini Nivedita Sahakari Bank Ltd., Pune, functioning in the state of Maharashtra in India. The bank serves as a classic example of business excellence through continuous quality improvement; it has a unique organizational culture realized by the adoption of a customer-centric business model.

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