Bringing quality to the customer: a new paradigm for quality managers

Area of Science:

• Healthcare Management
• Organizational Behavior
• Quality Improvement Science

Background:

• Healthcare organizations are increasingly adopting Total Quality Improvement (TQI) models.
• This shift necessitates a re-evaluation of traditional quality management roles and systems.
• Existing paradigms require adaptation to meet new demands for quality and patient satisfaction.

Purpose of the Study:

• To explore the evolving role of quality managers during the transition to TQI.
• To identify the challenges and opportunities for quality managers in implementing TQI.
• To understand the impact of TQI on leadership and employee relations within healthcare.

Main Methods:

• Qualitative analysis of the implications of TQI adoption on quality management functions.
• Exploration of the necessary competencies and approaches for quality managers in a TQI environment.
• Review of the literature on quality management, organizational change, and healthcare leadership.

Main Results:

• Quality managers face challenges in self-awareness, acquiring new knowledge, and adapting their approach to employee-customer interactions.
• Successful TQI implementation requires quality managers to model and mentor new philosophies.
• Quality managers can assume a powerful leadership role, acting as a crucial link between providers and patients.

Conclusions:

• The transition to TQI empowers quality managers to develop vital leadership skills.
• Quality managers are central to integrating TQI principles and fostering a culture of continuous improvement.
• Adapting roles and embracing new knowledge are critical for quality managers in TQI-driven healthcare organizations.