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Learning from others to adapt Quality Management to the future
Mittuniversitetet, Fakulteten för naturvetenskap, teknik och medier, Institutionen för teknik och hållbar utveckling.ORCID-id: 0000-0001-7621-2649
Mittuniversitetet, Fakulteten för naturvetenskap, teknik och medier, Institutionen för teknik och hållbar utveckling.ORCID-id: 0000-0001-5610-2944
Mittuniversitetet, Fakulteten för naturvetenskap, teknik och medier, Institutionen för teknik och hållbar utveckling.
2011 (engelsk)Inngår i: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 22, nr 2, s. 187-196Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

The purpose of this paper is to compare leadership behaviours from two different approaches with the leadership behaviours within Quality Management in order to find possible areas for developing leadership within Quality Management. A case study has been carried out at a Swedish award-winning organisation in order to study leadership behaviours. In-depth interviews have been carried out with the intention to explore how the manager has worked to become one of Sweden’s best workplaces. Leadership behaviours from three different approaches are summarised in ‘The Core Leadership Behaviours’. The analysis of the leadership methodologies and behaviours used by the leaders and the ‘Core Leadership Behaviours’ from the three different approaches has been summarized for each approach. The comparison indicates that there are interesting leadership behaviours in Change Oriented Leadership as well as in KaosPilots that are not established within Quality Management. The leadership behaviours could complement Quality Management to meet new and challenging demands from customers and co-workers

sted, utgiver, år, opplag, sider
2011. Vol. 22, nr 2, s. 187-196
Emneord [en]
Quality Management; Change Oriented Management; Leadership Behaviours; KaosPilots; Creativity; TQM
Emneord [sv]
Kvalitetsteknik, Ledarskapsbeteenden, Kaos Piloterna, Kreativitet, TQM
HSV kategori
Identifikatorer
URN: urn:nbn:se:miun:diva-8654DOI: 10.1080/14783363.2010.530800ISI: 000287487700005Scopus ID: 2-s2.0-79951825434OAI: oai:DiVA.org:miun-8654DiVA, id: diva2:174753
Tilgjengelig fra: 2009-02-24 Laget: 2009-02-24 Sist oppdatert: 2017-12-13bibliografisk kontrollert
Inngår i avhandling
1. On the Relationship between Sustainable Health and Quality Management: Leadership and organizational behaviours from Swedish organizations
Åpne denne publikasjonen i ny fane eller vindu >>On the Relationship between Sustainable Health and Quality Management: Leadership and organizational behaviours from Swedish organizations
2009 (engelsk)Doktoravhandling, med artikler (Annet vitenskapelig)
Abstract [en]

Sickness absence not only causes significant costs for organizations but also leads to other negative consequences for individuals and societies. Previous research has shown that working with organizational values within Quality Management affects job satisfaction and results in increased profitability and customer satisfaction. There would, in addition, seem to be great gains if managers, by working with Quality Management, can manage to establish sustainable health among co-workers.

 

The purpose of the research described in this thesis was to examine how Quality Management could be practised in order to support sustainable health among co-workers and what it is within Quality Management that influences sustainable co-worker health. Accordingly, the purpose was also to contribute to the understanding of the relation between sustainable health and Quality Management. To fulfil this purpose, three research questions were asked. The results are described in three parts related to the three research questions and are the product of six case studies carried out in seven different organizations.

 

Interviews with managers and workshops with co-workers were carried out to investigate how Quality Management can be practised within organizations in order to promote sustainable co-worker health. These investigations took place in four organizations that had received awards. Three had been awarded for their excellence in leadership, work environment and co-workership, along with improved profitability; one for its successful implementation of quality programmes. The results are descriptions of methodologies, behaviours, values and organization structure used by the organizations to support sustainable health. These are exemplified with practical examples. The methodologies, behaviours, values, and organizational structure are considered possible for other organizations to adopt and all of them are already supported in the quality, management and leadership literature. Support from the health literature is also found for most of the behaviours, methodologies, values, and organizational structure.

 

Surveys and focus groups interviews were carried out in five different organizations in order to find out what is of most importance when practising Quality Management in order to influence sustainable co-worker health. The results pointed to ‘Leadership Commitment’ as the most central of the values for achieving sustainable health among the co-workers. Furthermore, the values ‘Continuous Improvements’, ‘Participation of Everybody’ and ‘Customer Orientation’ were found to be related to sustainable health among the co-workers. The values ‘Leadership Commitment’ and the value ‘Participation of Everybody’ were then further elaborated to find aspects of importance for sustainable co-worker health. From the value ‘Leadership Commitment’ four aspects were extracted. These were labelled ‘Empathy’, ‘Presence and Communication’, ‘Integrity’, and ‘Continuity’. The results showed relations between the value ‘Leadership Commitment’ within Quality Management and sustainable health among the co-workers. Thus it is essential for leaders to work in accordance with that value to achieve results in the work towards sustainable co-worker health. The results indicate that this requires management and leadership that are characterized by the aspects above. The leaders have to:

 

• Really understand the co-workers and their work situation.

• Be present and available for co-workers and communicate with them.

• Act as a role model, be fair and keep their promises.

• Stay in their positions long enough to build up trust and confidence.

 

The value ‘Participation of Everybody’ has also been shown to be related to sustainable health among the co-workers. This indicates that it is important to work in accordance with that value in the struggle to achieve sustainable health among the co-workers. The results imply that this value is characterized by the aspects ‘Development’, ‘Influence’ and ‘Being informed’. This could be done by:

 

• Giving the co-workers opportunities to develop their skills and develop personally.

• Letting the co-workers influence their work situation and taking suggestions and proposals from them seriously.

• Having good communication within the whole organization.

 

To manage this; the managers have to delegate more and empower the co-workers.

 

These results were then further elaborated within another organization in order to develop a measurement approach that can clarify the extent to which the values, ‘Leadership Commitment’ and ‘Participation of Everybody’ permeate an organization. The developed measurement approach can be used to clarify the extent to which the organization is practising the health-promoting values within Quality Management and in what areas improvement is needed to increase co-worker health. The approach can also help the organization to detect those shortcomings within the management which are important for co-worker well-being. The developed measurement approach can be used to establish and enhance co-worker health by improving their well-being, satisfaction and motivation.

sted, utgiver, år, opplag, sider
Sundsvall: Mid Sweden University, 2009. s. 102
Serie
Mid Sweden University doctoral thesis, ISSN 1652-893X ; 71
Emneord
Quality Management, Sustainable health, Leadership, Values, Quality Technology and Management, TQM, Quality control, Kvalitetsteknik, Kvalitet
HSV kategori
Identifikatorer
urn:nbn:se:miun:diva-8985 (URN)978-91-86073-37-4 (ISBN)
Disputas
2009-05-28, Q221, Mittuniversitetet, Akademigatan 1, Östersund, 10:00 (engelsk)
Opponent
Veileder
Tilgjengelig fra: 2009-05-27 Laget: 2009-05-27 Sist oppdatert: 2009-09-04bibliografisk kontrollert
2. How to create a commercial experience: Focus on Leadership, Values and Organizational Culture
Åpne denne publikasjonen i ny fane eller vindu >>How to create a commercial experience: Focus on Leadership, Values and Organizational Culture
2009 (engelsk)Licentiatavhandling, med artikler (Annet vitenskapelig)
Abstract [en]

A new kind of commercial offer is on the rise, that of a commercial experience. It is said to be the next progression of value after a service and that it is distinct from a service in several ways, two important being a) the provider having to create something new or memorable to the customer, i.e. creating attractive quality, and b) the offer being a co-creation between the customer and the provider.

Little has been written though about how creating a commercial experience can affect the way organizations should work. One of the areas that ought to be affected is the way organizations work to shape and coordinate co-workers and leaders behaviors by having a common set of values, or in other words a strong organizational culture.  A number of studies show that the leaders in an organization have a strong influence on its culture while others show that working with Total Quality Management (TQM) can enhance the corporate values and lead to profitable organizations.

The purpose of this thesis was to explore and contribute knowledge about how to create a commercial experience. The more specific purpose was to explore this area in relation to leadership, values, organizational culture and TQM.

To fulfill these purposes two case studies were carried out with the intention of finding ways of working. The first focused on how a renowned organization that offers commercial experiences works and the second on organizations offering commercial experiences in the region of Jämtland.

One conclusion drawn from the research is that methodologies and tools that aim directly to enhance the organization´s values and hence its culture might be of even more importance in organizations offering a commercial experience. It seems to be important to be aware that values need to be translated into behaviors to make them understandable in the organization. Storytelling is one tool that can be used as an enhancer of organizational culture, a tool that might be a fairly unrecognized for this purpose. It is also evident that the leadership practiced within the organization is crucial if a strong organizational culture is to be achieved.

Further, strategies for selecting the right values appear to be important when trying to create a strong organizational culture - a strategy not so evident within TQM. This could be one area where TQM needs to be developed in order to support the creation of a commercial experience but also to implement TQM more effectively.

Abstract [sv]

En ny typ av kommersiella erbjudande är på uppgång, de kommersiella upplevelserna. De sägs vara nästa utveckling av ekonomiskt värde efter service och skiljer sig från service på ett antal sätt, varav de två viktigaste kan sägas vara a) behovet att skapa något som är nytt eller minnesvärt för kunden, dvs. skapa attraktiv kvalitet och b) att erbjudandet (upplevelsen) skapas tillsammans med kunden.

Det finns idag inte så mycket skrivet om hur det interna arbetet i organisationer som erbjuder kommersiella upplevelser kan påverkas. Ett område som borde påverkas är det sätt organisationer arbetar med att forma och koordinera ledarnas och medarbetarnas beteenden genom gemensamma värderingar, dvs. att skapa en stark organisationskultur. Studier har visat att ledarna i en organisation har stort inflytande på kulturen och andra studier visar att arbete med Offensiv kvalitetsutveckling (TQM) kan stärka värderingarna och leda till lönsamma organisationer.

Syftet med avhandlingen har varit att utforska samt bidra med kunskap om hur man kan skapa en kommersiell upplevelse. Det mer specifika syftet har varit att utforska området i relation till ledarskap, värderingar, organisationskultur och TQM.

För att uppfylla dessa syften har två fallstudier genomförts med intentionen att hitta arbetssätt. Den första fokuserade på hur en framgångsrik organisation som erbjuder kommersiella upplevelser arbetar och den andra på hur organisationer i Jämtlands län som erbjuder kommersiella upplevelser arbetar.

En slutsats som dras med utgångspunkt i genomförd forskning är att metoder och verktyg som är direkt riktade mot att stärka värderingar och därigenom organisationskulturen kan spela en ännu större roll i organisationer som erbjuder en kommersiell upplevelse. Det verkar vara viktigt att nå en förståelse att värderingar behöver överföras till beteenden för att göra dem förståeliga i organisationen. ”Storytelling” är ett verktyg som kan användas för att stärka organisationskulturen, ett verktyg som verkar vara tämligen outnyttjat för detta syfte. Det är också tydligt att ledarskapet som utövas i organisationen är avgörande för att lyckas med att erhålla en stark organisationskultur.

Strategier för att välja de rätta värderingarna verkar vara en viktig del när man försöker skapa en stark organisationskultur. En strategi som inte är så uppenbar inom TQM. Det skulle kunna vara ett område där TQM behöver utvecklas för att stötta skapandet av kommersiella upplevelser men även för att mer effektivt implementera TQM generellt.

sted, utgiver, år, opplag, sider
Sundsvall: Kopieringen, 2009. s. 66
Serie
Mid Sweden University licentiate thesis, ISSN 1652-8948 ; 40
Emneord
Commercial experience, leadership, values, organizational culture, TQM, Kommersiell upplevelse, ledarskap, värderingar, organisationskultur, TQM
HSV kategori
Identifikatorer
urn:nbn:se:miun:diva-10598 (URN)978-91-86073-52-7 (ISBN)
Presentation
2009-11-20, Q221, Akademigatan 1, Östersund, 10:00 (svensk)
Opponent
Veileder
Tilgjengelig fra: 2009-12-09 Laget: 2009-12-09 Sist oppdatert: 2016-12-02bibliografisk kontrollert
3. Creating a Quality Management Culture: Focusing on Values and Leadership
Åpne denne publikasjonen i ny fane eller vindu >>Creating a Quality Management Culture: Focusing on Values and Leadership
2013 (engelsk)Doktoravhandling, med artikler (Annet vitenskapelig)
Abstract [en]

When applied successfully, the QM initiatives TQM and Lean enhance an organization´s ability to meet and exceed the expectations of the customers as well as co-workers and other stakeholders. There are however also QM initiatives that fail and one reason for this is the organization’s inability to create a supportive culture, a culture that rests on a number of values which aim at improving the quality and thereby customer satisfaction. Even though this is known by both practitioners and researchers, little has been written on how to achieve a QM culture in practice and there are not many methodologies and tools designed directly with purpose of creating this culture. In addition, the measurements used for monitoring organizational success focus mainly on ‘hard’ process or financial measures such as lead-time reduction and operating income.  

The purpose of this thesis has been to ‘examine how a strong organizational culture can be created and to contribute with knowledge about how to create and measure a QM culture’. To fulfill this purpose, a number of case studies have been carried out and a questionnaire has been developed in order to measure the presence and importance of a number of QM values.

The research presented in this thesis reinforces the fact that culture is an important factor to take into account when applying QM initiatives. A structured way of working with culture and the development of a strategy on how the culture in the organization will be changed is needed. This in combination with methodologies and tools aiming directly at enhancing a QM culture. The research also shows that the relationship between organizational culture, values and behaviors needs to be considered when working to create a strong QM culture. Most of the methodologies and tools found in the case studies aim directly at reinforcing the ‘right’ behaviors in the organization, hence enhancing the underlying values. For instance, the way an organization works with selection, e.g. recruitment and promotion, based on behaviors rather than documented merits is one methodology found in the research. The leadership was found to be important when it came to building or strengthening the culture. Managers are considered key players and need to act as role models, displaying the desired behaviors themselves. The managers need to be present among their co-workers and aware of how their own actions affect the possibility to build a strong QM culture.

Another conclusion drawn is the need to measure the ‘softer’ side of QM. One starting point when applying a QM initiative should be the assessment of the existing culture in the organization as a complement to the ‘harder’ measures. The research presented in this thesis suggests that the questionnaire that has been developed could be an appropriate tool for this purpose. If the existing culture in an organization does not support the values within QM, the behaviors of managers and co-workers that are needed to improve quality and thereby customer satisfaction could be hard to achieve.

Abstract [sv]

Framgångsrikt tillämpade kan kvalitetsledningsinitiativ (QM initiativ) som TQM och Lean förbättra organisationers förmåga att möta och överträffa kundernas likväl som medarbetarnas och andra intressenters förväntningar. Det finns dock QM initiativ som misslyckas och en av anledningarna är oförmågan att skapa en stödjande kultur. En kultur som vilar på ett antal värderingar med syfte att förbättra kvaliteten och därmed kundtillfredsställelsen. Även om detta är känt av både praktiker och forskare så finns det inte mycket skrivet om hur man uppnår denna kultur i praktiken. Dessutom finns få utvecklade metoder och verktyg som syftar direkt till att skapa en QM kultur. Förutom detta så är de flesta mätningar som används för att följa organisationers utveckling främst av det hårda slaget, dvs. finansiella eller processorienterade mätningar t.ex. ledtidsreducering och rörelsekapital.

Syftet med den här avhandlingen har varit att "undersöka hur en stark organisationskultur kan skapas och att bidra med kunskap om hur man kan skapa och mäta en kvalitetsledningskultur". För att uppfylla detta syfte har ett antal fallstudier genomförts och en enkät har utvecklats för att mäta förekomsten och betydelsen av ett antal QM värderingar.

Den forskning som presenteras avhandlingen stärker det faktum att kulturen är en viktig faktor att ta hänsyn till vid tillämpningen av QM initiativ. Det finns ett behov av ett strukturerat arbetssätt för att påverka kulturen samt att utveckla en strategi för hur kulturen i organisationen ska kunna skapas. I kombination med detta så finns även att behov av metoder och verktyg som syftar direkt till att stärka QM kulturen. Forskningen visar också att sambandet mellan organisationskultur, värderingar och beteenden måste tas i beaktning när man arbetar för att skapa en stark kultur. De flesta metoder och verktyg som påträffats i fallstudierna syftar direkt till att stärka "rätt" beteenden i organisationen, och därigenom förstärka de underliggande värderingarna. Även ledarskapet är viktigt när det gäller att skapa eller stärka kulturen. Chefer är nyckelaktörer och måste agera som förebilder och själva uppvisa önskade beteenden. Hur organisationer arbetar med urval, dvs. rekrytering och befordran, baserat på beteenden snarare än dokumenterade meriter är en metod som påträffats i forskningen. En annan metod funnen är ”storytelling” som kan användas för att återberätta historier från organisationen som visar på beteenden som stärker önskade värderingar.

En slutstats som dras är att det finns ett behov av att mäta de ”mjukare” sidorna av QM. Utgångsläget vad gäller den befintliga kulturen när man ska tillämpar QM initiativ bör mätas för att komplettera de ”hårdare” mätetalen. Forskningen som presenteras i avhandlingen visar att den enkät som utvecklats skulle kunna användas som ett verktyg för att göra dessa mätningar. Antingen för att mäta utgångsläget innan man börjar tillämpa Lean eller TQM eller som ett sätt att kontinuerligt följa upp och behålla fokuset på värderingar och kulturen i en organisation. Om kulturen som råder i en organisation inte stödjer QM värderingar kan det vara svårt att få de beteenden från chefer och medarbetare som krävs för att förbättra kvaliteten och därmed kundnöjdheten.

sted, utgiver, år, opplag, sider
Sundsvall: Mid Sweden University, 2013. s. 87
Serie
Mid Sweden University doctoral thesis, ISSN 1652-893X ; 141
Emneord
Quality Management, Organizational culture, values, leadership, Lean, TQM, Kvalitetsledning, organisationskultur, värderingar, ledarskap, Lean, TQM
HSV kategori
Identifikatorer
urn:nbn:se:miun:diva-18315 (URN)978-91-87103-58-2 (ISBN)
Disputas
2013-02-14, Q 221, Akademigatan 1, Östersund, 10:00 (svensk)
Opponent
Veileder
Tilgjengelig fra: 2013-01-23 Laget: 2013-01-21 Sist oppdatert: 2016-12-02bibliografisk kontrollert

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