Undisclosed desires: quality managers’ normative notions regarding the implementation of quality management

Seyfried, Markus

doi:10.1080/02602938.2019.1573970

Cited by 9 publications

(9 citation statements)

References 57 publications

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“…Eacott (2011) provided empirical evidence that there is a dearth of well-qualified and experienced leaders well-versed in QA implementation. The academia still blames that QA methodologies are reeking bureaucratic control and illegitimate interference of external agencies (Seyfried, 2019). The rectorate also keeps attempting to 'regulate and discipline academics' (Lucas, 2014, p. 218) because too much power is avowed.…”

Section: Discussionmentioning

confidence: 99%

“…The QA procedures should not be too mechanized and must offer flexibility so that the faculty may adapt them to suit their expectations (Yukl & Mahsud, 2010). However, the academic practices must continue for the quest for truth, through self-regulating and independence on the one hand and social integration in professional (or academic) communities on the other (Seyfried, 2019). Nevertheless, they say that quality is here to stay; in the complex world of multitasking, diverse handling of situations, and rising expectations of higher education stakeholders, QA has become an inescapable necessity.…”

Section: R M B Rmentioning

confidence: 99%

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Leadership Effectiveness in Implementing Quality Assurance Programs at Private Universities of Lahore

Arif¹,

Iqbal²,

Nadeem³

2021

IRMBR

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Quality assurance has become acceptable, and all private universities are trying hard to achieve better standards executed by Higher Education Commission Pakistan (HEC) every year. The implementation of quality assurance (QA) programs rests upon the performance of university faculty. An exploratory study was conducted with the faculty of seven private universities in Pakistan to determine the leadership effectiveness regarding the implementation of QA programs. The strengths and weaknesses of the university leadership were measured in a three-fold exercise by identifying leadership characteristics, values, and actions taken to implement QA. For this purpose, a questionnaire was constructed, comprising both close-ended and open-ended responses. Data was collected from 430 faculty members from five private universities in Lahore, Pakistan. Both descriptive and inferential statistics were applied to meet the research objectives. The results indicate that leadership attempts are yet superficial and inadequate to reach the transformational quality. The effectiveness of higher education leadership needs much improvement to meet the needs of the 21st century. Unless the leaders align their efforts with the faculty's expectations and involve them in shared decision making, reaching transformative quality would remain barred; therefore, the sustainability of higher education will remain in danger. Keywords: Higher Education, Leadership Characteristics, Leadership Effectiveness, Private Universities, Quality Assurance.

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Section: Discussionmentioning

confidence: 99%

Section: R M B Rmentioning

confidence: 99%

Leadership Effectiveness in Implementing Quality Assurance Programs at Private Universities of Lahore

Arif¹,

Iqbal²,

Nadeem³

2021

IRMBR

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“…Leadership and top management is undoubtedly essential to strategic quality management. Current studies such as Seyfried (2019) have demonstrated the importance of strategic leadership in facilitating Quality assurance activities for program accreditation. The significance of role by strategic leadership is also acknowledged in NCAAA documents (NCAAA, 2015, Handbook 1).…”

Section: Discussionmentioning

confidence: 99%

Determining Critical Success Factors for Quality and Accreditation through Delphi Technique

Ilyas¹

2019

IJHE

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This is an exploratory study which inquires and investigates the difficulties associated with Quality Assurance (QA) and Program Accreditation. The study highlights specific issues faced in the adoption and implementation of QA standards, sub standards and criteria. It identifies a few critical success factors (CSFs) and indigenised QA tools for program accreditation in Saudi Universities. The CSFs include Stakeholders’ involvement, Top management support, orientation of staff with QA processes and standards, defining administrative procedures of accreditation, continuous quality improvement and assimilation of QA processes in day-to-day environment. Concurring with the Saudi Vision 2030 and National Transformation Program 2020, this study took the empirical approach and collected data from documentations and guidelines related to the National mission of QA and Accreditation initiated by agencies like National Centre for Academic Assessment and Accreditation (NCAAA) and Saudi Arabia Quality Framework (SAQF). This study suggests using the Delphi technique to evaluate the current scenario and ensure predictability judgments for a successful implementation of CSFs and best practices. As a group communication technique, the Delphi technique ideally suited this study making use of a group of individuals (e.g Faculty, Assessors) engaging themselves in resolving complex issues through a consensus. The Delphi technique is also indispensably relevant where no historical data exist, as many programs in Saudi universities are still not accredited. Finally, the Delphi Technique is also a method that helps identify risks, reduce bias in the data and estimate the outcome of events, truly representing predictability and versatility. The implications of this study include offering guidelines to programs and institutions undergo an accreditation process, by identifying true CSF and best practices.

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“…The survey addressed the central quality management in German higher education institutions and included individuals responsible for quality management at central level. The above-mentioned research project covered topics such as the perceived effectiveness of quality management as well as scepticism and resistance in respect of it (Seyfried & Pohlenz, 2018;Reith & Seyfried, 2019;Seyfried, 2019;Seyfried et al, 2019).…”

Section: Methodsmentioning

confidence: 99%

The seven deadly sins of quality management: trade-offs and implications for further research

Seyfried

Reith

2019

Quality in Higher Education

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Quality management in higher education is generally discussed with reference to commendable outcomes such as success, best practice, improvement or control. This paper, though, focuses on the problems of organising quality management. It follows the narrative of the seven deadly sins, with each 'sin' illustrating an inherent trade-off or paradox in the implementation of internal quality management in teaching and learning in higher education institutions. Identifying the trade-offs behind these sins is essential for a better understanding of quality management as an organisational problem.

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Undisclosed desires: quality managers’ normative notions regarding the implementation of quality management

Cited by 9 publications

References 57 publications

Leadership Effectiveness in Implementing Quality Assurance Programs at Private Universities of Lahore

Leadership Effectiveness in Implementing Quality Assurance Programs at Private Universities of Lahore

Determining Critical Success Factors for Quality and Accreditation through Delphi Technique

The seven deadly sins of quality management: trade-offs and implications for further research

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