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Assessing Quality Management culture in order to develop ICU transitional care
Mid Sweden University, Faculty of Science, Technology and Media, Department of Quality Management and Mechanical Engineering.ORCID iD: 0000-0001-5610-2944
Mid Sweden University, Faculty of Science, Technology and Media, Department of Quality Management and Mechanical Engineering.
Mid Sweden University, Faculty of Science, Technology and Media, Department of Quality Management and Mechanical Engineering.ORCID iD: 0000-0001-7621-2649
Mid Sweden University, Faculty of Human Sciences, Department of Nursing Sciences.
2019 (English)In: 22nd QMOD conference: Quality and Service Sciences ICQSS 2019 / [ed] Su Mi Dahlgaard-Park, 2019Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Purpose - The purpose of this paper is to present and analyse the result from using a questionnaire measuring the presence of a number of QM values, as well as the use of Appreciative Inquiry (AI) and the feeling of pride in a healthcare setting focusing on transitional care.

 

Methodology/approach – Co-workers at two different hospital’s intensive care units answered a previously developed and tested questionnaire. A new factor was developed in order to measure customer focus in the healthcare context. The result was analysed using SPSS with the aim of finding areas to improve the patient transfer process from intensive care to general ward.

 

Findings – The questionnaire can be used to create an understanding of the existing culture in an organization but it needs to be analysed qualitatively. The result from the examined organizations show a common culture in the two units even though they are located in different hospitals and cities. The result further shows some differences between professions but overall, the result points at a relatively high agreement to the QM values in the organization indicating the presence of a quality culture.    

 

Practical implications – Using a QM value survey in the healthcare context could help developing the care from a different point of view then ordinary. It could help to shift focus from individual to group and system.

Place, publisher, year, edition, pages
2019.
Keywords [en]
Quality Management, QM values, ICU, patient transfer, transitional care
National Category
Reliability and Maintenance
Identifiers
URN: urn:nbn:se:miun:diva-37912OAI: oai:DiVA.org:miun-37912DiVA, id: diva2:1375940
Conference
22nd QMOD conference on Quality and Service Sciences ICQSS 2019, 13-15 October : Leadership and strategies for Sustainable Quality and Innovation in the 4th Industrial Revolution
Funder
The Kamprad Family FoundationAvailable from: 2019-12-06 Created: 2019-12-06 Last updated: 2023-10-25Bibliographically approved
In thesis
1. A Deeper Understanding of Real Teamwork and Sustainable Quality Culture
Open this publication in new window or tab >>A Deeper Understanding of Real Teamwork and Sustainable Quality Culture
2023 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

Today's organisations are faced with increasingly complicated and complex challenges. To master these challenges, organisations need to work more together, both within their own organisations and in collaboration with others. Working as a ‘real’ team, while also creating a sustainable quality culture, can be one way to address these challenges. The top management team within the organisation will play a crucial role in determining the organisation's success. 

The purpose of this thesis was to contribute to a deeper understanding of real teamwork and how real teamwork relates to a sustainable quality culture. The purpose was also to describe perceived success factors in creating real teamwork and sustainable quality culture, aiming at increasing an organisation’s performance. 

Conclusions drawn from this research can be summarised into seven overarching proposals or recommendations on how to increase the abilities for real teamwork alongside with creating a sustainable quality culture: 

  • Embrace the heart and develop ‘emotional commitment’: this involves ‘touching the hearts’ of individuals in the organisation, both when it comes to ‘real’ teamwork and in creating sustainable quality culture. 
  • Balance between structure and culture: structure and culture should go ‘hand in hand’ and harmoniously complement each other. 
  • Apply a systems view: this entails considering ‘real’ teamwork within the broader context and viewing core values as a system. 
  • Foster a culture of continuous improvement: improvement is achieved through reflexivity and the adoption of novel perspectives. Continuous improvement is fundamental for both ‘real’ teamwork and the development of sustainable quality culture. 
  • Apply a customer perspective on value creation: this is critical for practicing ‘real’ teamwork, as well as in developing a sustainable quality culture aiming to increase organisational performance.
  • Apply long-term and sustainable thinking: as a part of practicing ‘real’ teamwork and when creating a sustainable quality culture. Both the presence and the future should be built into the system.
  • Measuring and assessing ‘real’ teamwork and sustainable quality culture is valuable in establishing the prerequisites and abilities necessary for ‘real’ teamwork, as well as for advancing the development of a sustainable quality culture within an organisation.

The research has also led to practical suggestions on how the participating organisations can enhance their abilities for real teamwork and strengthen the culture of quality within their organisations.

Place, publisher, year, edition, pages
Sundsvall: Mid Sweden University, 2023. p. 165
Series
Mid Sweden University doctoral thesis, ISSN 1652-893X ; 398
Keywords
ICU transitional care, QM, quality management, real team, real teamwork, sustainable quality culture, TMT, team, teamwork, top management team
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-49650 (URN)978-91-89786-36-3 (ISBN)
Public defence
2023-11-29, Q221, Akademigatan 1, 831 40 Östersund, Östersund, 13:00 (Swedish)
Opponent
Supervisors
Note

Vid tidpunkten för disputationen var följande delarbete opublicerat: delarbete 7 inskickat.

At the time of the doctoral defence the following paper was unpublished: paper 7 submitted.

Available from: 2023-11-07 Created: 2023-10-24 Last updated: 2023-10-25Bibliographically approved

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Ingelsson, PernillaSten, Lilly-MariBäckström, IngelaHäggström, Marie

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