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dc.contributor.authorMeuser, Elizabeth, A.en_US
dc.date.accessioned2009-07-09T18:39:19Z
dc.date.available2009-07-09T18:39:19Z
dc.date.issued1993-07-09T18:39:19Z
dc.identifier.urihttp://hdl.handle.net/10464/1990
dc.description.abstractThe study was undertaken to investigate organizational readiness for change to a total quality management (TQM) paradigm as the corporate-wide strategy within a long-term care facility. The focus of the study was on leadership values and organizational cultural characteristics that could either accelerate or impede the change process at The Public Hospital. structurally, the ~tudy included 'three distinct components. The first component examined the management philosophy outlined by Deming (1986) and his contemporary Juran (1989) in order to determine what leadership values best support the new Total Quality Management paradigm. Secondly, this information was compared to present leadership values at The Public Hospital with the purpose of identifying opportunities for improvement within the organization's current culture as the hospital moves toward the desired TQM culture. The final component, a roadmap, was developed to reflect the most appropriate direction for organizational change at The Public Hospital.en_US
dc.language.isoengen_US
dc.publisherBrock Universityen_US
dc.subjectTotal quality management.en_US
dc.subjectOrganizational change.en_US
dc.subjectCorporate culture.en_US
dc.subjectLeadership.en_US
dc.subjectHospitals--Ontario--Administration.en_US
dc.subjectPublic hospitals--Ontario--Administration.en_US
dc.titleOrganizational change: implications of culture and leadership in the transformation to a total quality management paradigmen_US
dc.typeElectronic Thesis or Dissertationen_US
dc.degree.nameMaster of Educationen_US
dc.degree.levelMastersen_US
dc.contributor.departmentDepartment of Graduate and Undergraduate Studies in Educationen_US
dc.degree.disciplineFaculty of Educationen_US
refterms.dateFOA2021-08-07T01:37:10Z


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