Quality management education pdf

All participants will be re-assessed 3 months assessors and patients as a pre-prepared card will be after randomization. Also, it has a high cost in terms of medical care, not be allowed to participate in the program. Adding a combination of assessments to maintain blinding. PASS V14 summary statement Data will be analysed in a blinded manner using two- sided two-sample equal-variance t-test to test for Group sample sizes of 64 and 64 achieve Mean level alpha of 0.

Statistical testing for primary outcome measures will be an overall quality of Data analysis strategy life and secondary outcome measures will be restricted to pain scores. Results will not be adjusted for multiple comparisons as all outcomes of interest have Descriptive statistics will be used to all participants to been nominated a priori and such adjustment would likely assess the balance between the two groups and to render all findings of interest, despite their clinical evaluate the background properties for the proposed importance, nonsignificant.

T- special transportation services if needed. Baseline characteristics differences between groups will be evaluated for statistical significance. Are there likely problems with compliance? Recruitment and compliance We hope that our compliance strategies and plans will increase the adherence to the intervention and reduce the What recruitment sources have been identified?

A phone number for participants will be As knee OA is common in Misurata region, recruitment provided to discuss any questions and concerns with our of patients will be achievable. To recruit knee OA consultants. Also, phone call checks by the trial patients who are transfered to physiotherapy or already coordinator will be included to make sure that all patients having conventional physiotherapy sessions, there are are following the workshop materials without any two places to target potential participants: the Misurata negative influence on their lives.

Central Hospital, and the Rehabilitation Centre with both in and out patients will be used to recruit participants to Trial management this trial. Also, during the recruitment phase, the program will be actively promoted to general practitioners and Overall management of this study, communications, Rheumatologists through professional societies, and to financial management, patient recruitment and the general public through advertising and media monitoring will be done at Misurata Central Hospital.

An coverage. Meetings According to the literature, average of patients per will be held every week and there will be a networking week could be recruited. In similar studies were facility to communicate between team members and conducted on the same population showed that discuss any urgent issues. However, one of the inclusion criteria age of the participant may Investigator roles and responsibilities be adjusted to meet the target sample size rapidly.

Also, there will be a phone number and email address on Principal investigator PI brochures, posters and will be published in media to recruit other participants. Coordinator of the study overall. Responsible for the progress of the trial, protocol development, financial What is the proposed recruitment process? Patients' databases maintained at Misurata Central Co-investigators Hospital and the Rehabilitation Centre will be accessed and all patients who have transferred to physiotherapy or Not determined yet, but generally, the co-investigators are already having physiotherapy sessions will be will include Physiotherapists, Rheumatologists, peer contacted by their clinician by phone to see if they are educators and professional consultants e.

They will be responsible for patients' recruitment and leading the In sample size calculations and data analysis sections, we study in all aspects at their site. Responsible will be To reduce loss to follow-up, frequent telephone steering committee. We 3 PTs from the sites. They are responsible for functional hypothesized that a program designed for a operations of the study.

We considered a program of this nature would be justified for Adjudication committee more prevalent conditions such as osteoarthritis of the knee. Positive findings of this trial will pave the road for a new Ethical issues methods of cooperation between patients and healthcare providers. Also, Patient education ensures that patients This trial has been approved by the Research Ethics are well-informed about their own health and they could Committee at Misurata Central Hospital.

All participants avoid any deterioration and disability due to bad will be asked to provide a written informed consent practices. Finally, an increased understanding helps showing their acceptance to both the intervention and the patients to make informed decisions about their waiting list control group prior to randomisation.

All healthcare avenues. Finally, trial Hospital and the Rehabilitation Centre for their support registration is planned and will be done to ensure quality through out the development of this protocol. Ratzlaff CR, Liang M. There is a clinical practice guidelines CPGs.

BMC Public considerable body of research evaluating self- Health. Literature reviews have shown 3. The effect of an educational program to improve health-related quality of life in and health outcomes, however the effectiveness differs patients with osteoarthritis on waiting list for total between programs and disease states.

One systematic knee replacement: A randomized study. Overweight, significant. Many of the existing arthritis self- obesity, and mortality in A large prospective cohort of persons 50 to 71 years old. J Vascular Surg. Examples of this 5.

Health Educ J. Med Care. G, McQuade J. Short and medium- term effects of Carr A. BMC Musculoskeletal Disorders. Canadian J Public Health. Making dissemination a Bellamy N. Pain assessment in osteoarthritis: two- way process.

Health Promot Int. Semin Arthritis Rheum. Nutbeam D. Improving the fit between research and Canadian Agency for Drugs and Technologies, in practice in health promotion: Overcoming structural Health.

Guidelines for the economic evaluation of barriers. Ottawa, Ont: Orleans CT. Addressing multiple behavioral health Canadian Agency for Drugs and Technologies in risks in primary care: Broadening the focus of health Health, Am J Prev Cost effectiveness Med.

Chirurgia Garcia YE, Others A. A senior peer counseling Bucur. Educational Gerontol. Cite this article as: Jahan AM. Randomised controlled Download Download PDF. Translate PDF. The third section is a general conclusion that takes into consideration the leadership challenge of TQM for the organization of higher education institutions. The paper begins with a review of the main ideas of the originators and leaders of TQM: W. The challenge TQM poses for higher education is that quality is not free.

It requires a paradigm shift. TQM is more than a list of points, statistical tools, and slogans. The main transformation for higher education would be a well-educated leadership that understands the requirements of TQM and the needs of the higher education system.

Mu-Aoz originating it. TQM is an important theory of the organizational culture reform movements. In terms of structure, the paper will be developed in three main parts: first, TQM's principles and higher education theoretical approach ; second, TQM's experiences in the higher education context practical approach ; and, third, a general conclusion taking in consideration the leadership challenge of the TQM's model for the organization of higher educational institutions practical implications.

However, before starting the study, it is necessary to introduce the paper by briefly reviewing the main ideas of the TQM's classical leaders. In this basic historical background, I will include the main works of W.

This part of the study will give us the setting for the rest of this investigation regarding TQM and higher education. Edwards Deming Deming is greatly meaningful for the Quality Movement. For that reason, drastic changes are required. The first step in the transformation is to learn how to change. Deming's 14 points are the basis for transformation of American industry: 1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive.

Adopt the new philosophy. We are in a new economic age. Western management must take on leadership. Cease dependence on inspection to achieve quality. Building quality into the product is in the first place.

End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs. Institute training on the job. The new comrietitive environment requires qualified human resources.

Institute leadership. The aim of supervision should be help people to do a better job. Supervision of management is in need of overhaul. Drive out fear, so that every one may work effectively for the company. Create an environment of trust. Break down barriers between departments. People in different areas must work as a team in order to foresee problems encountered with the product or service. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity.

Low quality and low productivity belong to the system and not to the work force. Eliminate management by objective. Eliminate management by numbers. Substitute leadership.

Remove barriers that rob people in management and in engineering of their right to pride of workmanship. Institute a vigorous program of education and self- improvement. Put everybody in the company to work to accomplish the transformation.

The transformation is everybody's job Deming, A very important concern for Deming is the consumer. Deming believes that the consumer is the most important part of the production line or service. This reminds us the necessity to study the needs of the consumer. The aim of leadership should be to improve quality. The leader has responsibility to improve the system on a continuing basis. A leader, instead of being a judge, will be a colleague, counseling and leading his people on a day-to-day basis, learning from them and with them.

Everybody must be on a team to work for improvement of quality Deming, Joseph Juran For Juran, quality is a continuing reyolution. For him, the Japanese revolution in quality was based on the creation of unprecedented strategies as upper management in charge, training for all functions and at all levels, continuous quality improvement, and workforce participation through Quality Control circles Juran, Juran explains that a customer is anyone who receives or is affected by the product or process.

In this sense, customers may be external clients of the company or internal members of the company. The idea of internal customer has be discover and emphasized in the companies, because it gives a different understanding of the work processes.

Also, Juran has a trilogy for managing quality. Quality planning is the activity of developing the products and processes required to meet customers' needs.

Quality control is a process that consists of the following steps: evaluate actual quality performance, compare actual performance to quality goals, and act on the differences. Quality improvement is a process that constitutes the means of raising quality performance to unprecedented levels breakthrough. Philip Crosby Crosby has his own fourteen steps of quality improvement.

Crosby includes among them as important features the management commitment, quality improvement teams, measurement of the processes, zero-defects planning, employee education, error-cause removal, and quality councils. Next, Crosby mentions that troubled organizations have in common that management does not provide a clear performance standard or definition of quality, so the employees each develop their own Crosby, It is a management discipline concerned with preventing problems from occurring by creating the attitudes and controls that make prevention possible.

Crosby mentions the importance of leadership. Crosby argues that the skills of leadership include issues such as listening, cooperating, helping, transmitting, creating, implementing, learning, leading, following, and pretending. Leaders communicate by giving understandable direction and by setting evident example.

Leading means stating objectives in a way that is precisely understood, ensuring the commitment of individuals to those objectives, defining the methods of measurement, and, then, providing the impetus to get things done. Leadership is a very hard and unending work Crosby Masaaki Imai "Kaizen strategy" is an important idea in Japanese management. Kaizen means improvement. Kaizen means an ongoing improvement involving everyone --top management, managers, and workers. It is a process-oriented management versus the result-oriented management of Western's societies.

Kaizen is characterized for its adaptability, teamwork, system's approach, attention to details, people-oriented, open and shared information, builds on existing technology, cross-functional organization, and comprehensive feedback Imai, Kaizen's introduction and direction should be top-down. Nevertheless, the suggestions for KAIZEN should be bottom- up, since the best specific suggestions for improvement usually come from the people closest to the problem.

As a result, the Kaizen strategy calls for both top-down and bottom-up approaches. Imai understands that Kaizen is applicable in educational systems. These institutions may lack the profit motive, but the Kaizen idea remains a valid criterion for checking progress. TQM Principles and Higher Education Starting this section, it is relevant to make a brief analysis of the general situation of higher education in the United States. Colleges and universities today are under increasing pressures as a result of both external and internal forces.

Tuttle states that there are many important external forces for change: the reduction in the public funds received or in the rate at which the funds received increase; competition for faculty, a situation that leads to difficulties in retaining existing faculty in fields where there are employment options; competition for students, not only at the initial recruitment, but its retention; and, finally, pressures from employers, claiming for better qualified graduates of the institutions of higher education.

The internal forces for change are that the cost reductions lead to problems with faculty and staff. Faculty and staff are concerned with issues like the absence of salary increases and low empowerment at their work. Second, problems with students, regarding the reduced availability of courses, reduced library hours, and increased tuition, parking, and residence hall fees.

Lozier and Teeter states that colleges and universities are facing important change in the way they look and think about themselves and the way they function. This change focuses on the pursuit of quality, consciously and by systematic means.

In that sense, these authors think that TQM is a possible avenue for higher education. These foundations are creating a vision, establishing a mission, improving the process continuously, using systematic analysis, promoting participation, and recognizing the university as a system. These authors believe that these six foundations for the pursuit of quality can have a powerful impact on efforts to improve higher education.

Westerman explains that there are two basic administrative goals that could be improve using TQM: first, the improvement in the quality of life for students, in order to make learning easier; and, second, the improvement of the working environment for faculty, in order to make teaching and research easier.

Sherr and Lozier remarks that TQM could be relevant for the effectiveness of the administrative work of educational institutions; besides, adopting management concepts and practices developed in the business world is not new to higher education. Sherr and Lozier states that the basic theory of TQM can be focus on five areas: mission and customer focus; systematic approach to operations; vigorous development of human resources; long-term thinking; and, commitment.

Also, other authors as Cliaffee and Sherr , Cornesky et al , and Marchese , have a good opinion regarding the use of TQM in higher education. Chaffee and Sherr review the ideas of total quality and then relate those concepts to how they can be applied to both the academic and administrative areas of the institution. Cornesky et al applies the fourteen points of Edward Deming to improve quality in colleges and universities. Ted Marchese argues that TQM has six important ideas for higher education such as customer focus; continuous improvement; management by fact; benchmarking; human resources approach; and, organizational structures.

Seymour dedicated a complete study about causing quality in higher education. TQM helps the educational institutions to achieve quality in a systematic way. Seymour understands that any organization is a multitude of processes; that is, a series of activities performed to achieve specific outcomes. In that sense, quality management experts suggest that 30 to 40 percent of service organizations' operating costs result from unhealthy processes.

It will be helpful in order to understand the implementation process of TQM in the organizational structures of Higher Education. A starting point for the discussion of this section will be the examination of TQM's leadership in higher education. The literature today is conclusive about the importance of leadership in an organization: positive change to strengthen an organization will not occur without it.

Leadership is the foundation of the change process. It is the catalyst that aids each member of the institution in adopting new behaviors that rightly define what quality is and what customer means for institutional vitality and growth Leffel et al, Westerman wrote about how total quality management initiatives can inspire leadership. This author understands that a new concept of a leader as a coach, cheerleader, and guide, as articulated in the various quality management philosophies promoted by W.

The idea that everyone is a leader, does not mean chaos, just that there are different levels of leadership. Each employee can have a defined piece of the leadership pie and take responsibility within that area. Nevertheless, the next and important question is how to begin the transformation of an institution. Westerman argues that the beauty of TQM is that when employees understand its principles, they see the value to their own working life and will buy in.

Westerman believes that the more realistic method is what she calls the "ripple effect," that involves a progressive and gradual disclosure of TQM's concepts and procedures. Westerman's method of implementation of TQM begins with the interest of a few upper and middle managers who learn about TQM by reading, attending seminars and conferences, and calling on outside consultants for in-house training. They begin to implement these new ideas and gradually the ideas spread.

They are called local champions; they are in charge of the leadership in the transformational process of the TQM's initiative. Using the philosophy and tools of TQM, the college administration established goals, outlined strategies for accomplishing these goals, set priorities, and developed methods for measuring the efficiency and effectiveness of TQM Entner, At the University of Kansas AUK , the process follows the basic structure of continuous process improvement: understand the process, characterize the process, simplify the process, and, if successful, institutionalize the changes.

The primarily lesson learned at UK was that team members should be exposed to the concepts and principles of TQM before they ever serve on a team.