Attitudes of middle managers to  quality‐based organisational change

Davis, Douglas D.; Fisher, Thomas J.

doi:10.1108/09604520210451885

Cited by 22 publications

(21 citation statements)

References 20 publications

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“…A study by Davis and Fisher (2002) suggests that the effective involvement of MMs is important for the success of TQM. According to the authors' findings, MMs were relatively comfortable not only with the autonomy that they enjoy due to the implementation of total quality programmes, but also they were keen to delegate some of their authority and responsibility to first-line managers and employees.…”

Section: Total Quality Management 449mentioning

confidence: 98%

Getting to the heart of the debate: TQM and middle manager autonomy

Psychogios

Wilkinson

Szamosi

2009

Total Quality Management & Business Excellence

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The purpose of this paper is to address the generic research question of the effects of the implementation of Total Quality Management (TQM) on managers' lives. In particular, this study focuses on TQM effects on middle managers' (MMs) autonomy. Through a multi-modal research approach based on a combination of quantitative and qualitative methods, it is argued that the implementation of TQM programmes has a positive impact on MMs' autonomy. Nevertheless, it is related mostly to the 'hard' rather than the 'soft' side of TQM. The strong impact of TQM practices on MMs' responses to aspects related to their work, as compared to the small impact of the 'soft' side, implies a pragmatic view of TQM. Managers perceive a somewhat linear road to quality improvement through the use of 'hard' management practices and giving less importance to concepts, such as empowerment and employee involvement.

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Section: Total Quality Management 449mentioning

confidence: 98%

Getting to the heart of the debate: TQM and middle manager autonomy

Psychogios

Wilkinson

Szamosi

2009

Total Quality Management & Business Excellence

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“…O uso deliberado e consciente de estratégias, métodos sistemáticos e conhecimentos para garantir que a organização mude na direção dos resultados desejados e assegure sua efetividade são características essenciais da gestão da mudança (Davis & Fisher, 2002;Hayes, 2007). Assim, apresenta-se a hipótese 1 deste estudo: o uso das práticas de gestão da mudança afeta os resultados percebidos pelos indivíduos.…”

Section: Percepção Dos Resultados Da Mudançaunclassified

Práticas de gestão da mudança: Impacto nas atitudes e nos resultados percebidos

Machado

Neiva

2017

Rev. Psicol., Organ. Trab

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ResumoAs práticas de gestão da mudança são intervenções organizacionais que facilitam a promulgação de processos de mudança nas empresas. Este estudo testa a relação entre o uso das práticas de gestão da mudança e seus impactos sobre a atitude e os resultados percebidos com a mudança. A amostra foi composta por 205 participantes de organizações brasileiras (58,5% mulheres e 40,5% homens). Os instrumentos utilizados foram a Escala de Percepção de Mudanças Organizacionais, avaliando os resultados transformacionais e transacionais percebidos; a Escala de Atitude Frente às Mudanças -avaliando ceticismo, temor e aceitação das mudanças; e o Questionário de Avaliação das Práticas de Gestão da Mudança Organizacional, avaliando cinco práticas de mudança organizacional (diagnóstico e alinhamento, liderança, comunicação, compensação e incentivos, e treinamento). Os resultados indicaram que as práticas de gestão da mudança impactam parcialmente as atitudes e os resultados percebidos com a mudança.Change management practices: Impact on attitudes and results perceived with changes Abstract Change management practices are organizational interventions that facilitate the enactment of change processes in companies. This study tests the relationship between the use of change management practices and their impacts on attitude and on the results perceived with changes. The sample had 205 participants from Brazilian organizations (58.5% women and 40.5% men). The instruments used were the Organizational Change Perception Scale, assessing perceived transformational and transactional results; the Scale of Attitudes in Relation to Changes, assessing skepticism, fear, and acceptance of changes; and the Assessment of Organizational Change Management Practices Questionnaire, to evaluate five organizational change practices (diagnosis and alignment, leadership, communication, compensation and incentives, and training). As a result, it was found that change management practices partially affect attitudes and perceived results. Prácticas de gestión de cambios: Impacto sobre las actitudes y resultados percibidosResumen Prácticas de gestión cambios son intervenciones organizativas que facilitan la promulgación de los procesos de mudanza en las empresas. Este estudio analiza la relación entre el uso de prácticas de gestión de cambios y su impacto en las actitudes y en los resultados que de ellos se derivan. La muestra incluyó a 205 participantes de organizaciones de Brasil (58,5% mujeres y 40,5% hombres). Los instrumentos utilizados fueron: la Escala de Percepción de Cambios Organizacionales, evaluando los resultados percibidos; la Escala de Actitudes ante las Mudanzas, -evaluando escepticismo, temor y aceptación del cambio -y el Cuestionario de Evaluación de las Prácticas de Gestión de Mudanza Organizacional, para evaluar cinco prácticas de gestión del cambio organizacional (el diagnóstico, el liderazgo, la comunicación, la compensación e incentivos y formación). Los resultados indicaron que las prácticas de gestión de cambios impactan en parte...

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“…De l'application systématique des principes de la GQ à chaque étape du processus de production résulterait la « qualité totale » (Cole et Scott, 2000 ;Harrington, 1997 ;Kélada, 2000 ;Nguyen, 2006 ;Stupak et Leitner, 2001). Bien que généra-lement développée pour une production industrielle de biens tangibles, la GQ est désormais présentée comme un élément essentiel de la gestion des organisations de services et des grandes bureaucraties publiques (Davis et Fisher, 2002 ;Redman et al, 1995 ;Swiss, 1992). En cela, la GQ peut être rattachée au NMP qui introduit dans le secteur public les pratiques de la gestion d'entreprises privées dites « exemplaires », axées sur l'utilisation NPS, vol.…”

Section: éCarts Entre La Gq Et Les Chpunclassified

Le difficile ancrage de la gestion de la qualité dans les hôpitaux publics

Lozeau

2010

nps

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Le difficile ancrage de la gestion de la qualité dans les hôpitaux publics Écarts et cohabitation entre trois archétypes organisationnelsDaniel lozeau École nationale d'administration publiqueDans le contexte de la montée de l'archétype de la Nouvelle gestion publique (NGP), nous avons amorcé des études sur la pratique de la gestion de la qualité (GQ) et son évolution dans des centres hospitaliers publics (CHP). Nos premiers résultats empiriques ont révélé des démarches qualité qui se limitent généralement à la mise en place d'activités administratives axées sur la conformité. Or, la découverte récente d'un CHP où l'ancrage de la GQ semble s'être étendu au personnel de la base (dont les cliniciens) sous l'aspect de projets qualité originaux résultant de leur habilitation en milieu organisationnel nous oblige à revoir les conclusions initiales D O S S I E R

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Attitudes of middle managers to quality‐based organisational change

Cited by 22 publications

References 20 publications

Getting to the heart of the debate: TQM and middle manager autonomy

Getting to the heart of the debate: TQM and middle manager autonomy

Práticas de gestão da mudança: Impacto nas atitudes e nos resultados percebidos

Le difficile ancrage de la gestion de la qualité dans les hôpitaux publics

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