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- Lilja, Johan, 1978-, et al.
(författare)
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Metaphors we manage and develop quality by
- 2020
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Ingår i: International Journal of Quality and Service Sciences. - 1756-669X .- 1756-6703. ; 12:4, s. 405-416
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: Metaphors are a powerful and human way of understanding and experiencing one kind of thing in terms of another. In quality management (QM), several metaphors are used to describe and bring to life the often-abstract QM concepts and systems. These metaphors are of great importance for how QM is understood, communicated and practiced. However, the metaphors of QM have seldom been systematically screened or put in focus, neither the topic of a critical discussion. The purpose of this paper is hence to contribute with a screening of the metaphors currently used, within QM literature and in practice among QM leaders, and then elaborate on their potential for improvement and development. Design/methodology/approach: The paper is based on a literature review combined with interviews of QM leaders. Findings: The paper highlights that the current QM metaphors provide intuitive associations to properties such as stability, shelter, and structure, but not to the important dynamic properties of QM, such as learning, or to the critical role of people in QM. What can be seen as core properties of QM are communicated by texts or labels added on to metaphors with properties that often are in sharp contrast to them. The paper also provides suggestions for further improvements and development. Originality/value: The paper highlights the area of metaphors within QM as an important area for future research. It also provides insights concerning the successful use and selection of metaphors in future QM practice.
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| 2. |
- Ingelsson, Pernilla, 1968-, et al.
(författare)
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Adapting a Lean leadership-training program within a health care organization through cocreation
- 2020
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Ingår i: International Journal of Quality and Service Sciences. - 1756-669X .- 1756-6703. ; 12:1, s. 15-28
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: The purpose of this paper is to describe and evaluate a Lean leadership-training program within the health-care sector. A training program developed through a cocreative process with the intent of enhancing the possibilities for a context-specific adaption of Lean. Design/methodology/approach: A cocreated leadership-training program, executed over a period of one year, is described both as a model development process and as the final training program. The program was evaluated through reflective discussions and feedback as well as a written final evaluation of the program from participants in the program. Findings: The evaluation shows that the objectives of the training program were met, at least among the participants who attended the whole program. Using a cocreative process when developing and realizing a leadership-training program enhances the possibilities for an organization to adapt Lean to its own context. One condition for this approach to be successful is that the expectations of both the organization and the university need to be in focus through the whole process. In addition, the executive team needs to be continuously engaged and create conditions for the organization to realize the potential benefits of the training program. Originality/value: This paper highlights the challenge when applying Lean in a health-care organization but also describes a way to address Lean training and learning in this context.
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| 3. |
- Snyder, Kristen M., 1964-, et al.
(författare)
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The management index: simplifying business excellence for management teams?
- 2020
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Ingår i: International Journal of Quality and Service Sciences. - 1756-669X .- 1756-6703. ; 12:4, s. 505-520
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Tidskriftsartikel (refereegranskat)abstract
- Purpose The purpose of this paper is to present findings from a qualitative research study that was designed to examine the application of the management index (MI) to support effectiveness among management teams. Specifically, the research was twofold: to examine the usefulness of the MI as a tool to enhance effectiveness in management teams; and to identify conditions necessary for successful use of the MI. Design/methodology/approach A three-year multi-site qualitative case study was conducted with five medium- to large-scale organizations, from public and private sectors, to apply and examine the use of the MI. Data were collected from participants during a series of workshops designed to examine the ways in which the tool was used to enhance effectiveness in management teams, and conditions that were determined supportive or a hinder to using the tool. Findings Findings from the qualitative data demonstrate four primary uses of the in which the MI: pulse reader, navigation, systematic dialog, management team development. It is, however, not clear yet if the use of the MI contributes to improvement in efficiency and effectiveness. The degree of maturity within the organization and teams, as defined by open and transparent communication and clarity of purpose of direction, appear to be key factors for how well teams benefit from the MI. Furthermore, the tool appears to benefit from longer term usage rather than quick-fix usage, although this claim has yet to be validated by further investigations. Practical implications The MI was developed by Swedish Institute of Quality to provide a simpler performance measurement tool for management teams to support quality improvement processes in organizations in Sweden. The MI was developed to provide management teams with access to vital information that could serve as the basis for prioritizing areas of needed improvement, while reducing time and complexity associated with traditional business excellence models. Originality/value This study contributes to an ongoing dialogue about how to support quality management through the use of performance measurement tools. In particular, the study supports the need to develop understanding about the importance of dialogue and process combined with the use of measures to achieve results.
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