Physician Resistance to the CBAHI Quality Initiative in Saudi Arabia
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From the Paper:"To date, no such research has been conducted in Saudi Arabia before in this a field. TQM has both "hard" and "soft" issues. Hard TQM relates to quantitative aspects of TQM such as data collection, measurement, statistical process control (SPC), design and redesign of processes and systems of the organisation and most importantly the seven basic quality tools used to interpret data. The emphasis on the hard aspects reflects the productions/operations oriented way of thinking of many of the TQM advocates. Soft TQM gets less attention and almost ignored. Hill (1991: 391) says "while solutions to the technical issues of designing appropriate systems and procedures are fully specified there are lacunae in the treatment of social factors".
"Hill argues that TQM advocates have underestimated the difficulties in winning the employee commitment required to successfully implement the approach. He stated that, organisations have tended to focus on a limited range of interventions designed to achieve change. Plowman (1990) argues that the failure to achieve changed attitudes and culture is a key factor in TQM not achieving its objectives. This is supported by Wilkinson et al (1993) who argues that organisations have not sufficiently emphasised the 'total' approach of quality improvement by concentrating heavily on tools and techniques without sufficient consideration of the human factor.
"Many barriers to the successful implementation of quality improvement have been attributed to the way people are managed and the prevailing climate within an organisation. Wilkinson (1992) argues that the barriers relating to the softer aspects of TQM have been underplayed. He states that there is an inherit tension between the technical, rational and systems approach which emphasises the use of quality improvement tools to measure performance and the need to encourage employee involvement and commitment. Hill (1990) identifies that working practices and management style may be inconsistent with TQM. He specifically argues that the resistance to implementation may often be encountered from professional and managerial staff who feel fundamentally threatened by the devolution of authority and the empowerment of front line employees. This is supported by Seddon (1990) who argues that insufficient attention has been paid to understanding the values of employees and their resultant behaviour in order to achieve the cultural change necessary for the successful implementation of quality improvement. "
Cite this Research Proposal:
Physician Resistance to the CBAHI Quality Initiative in Saudi Arabia (2015, October 25) Retrieved June 24, 2017, from http://www.academon.com/research-proposal/physician-resistance-to-the-cbahi-quality-initiative-in-saudi-arabia-154279/
"Physician Resistance to the CBAHI Quality Initiative in Saudi Arabia" 25 October 2015. Web. 24 June. 2017. <http://www.academon.com/research-proposal/physician-resistance-to-the-cbahi-quality-initiative-in-saudi-arabia-154279/>