A Study of Members' Attitudes toward the Process Action Team Experience at a Naval Hospital

Abstract

The Navy Medical Department, a bureaucratic control-type organization, is creating a quality infrastructure for the implementation of total quality leadership (TQL) through process action teams (PATs). Lessors learned from quality circles, an organizational intervention used to increase employees' participation in problem-solving, apply to the Navy's experience with PATs. A survey instrument developed by the author was administered to process action team members at a Naval hospital to assess their attitudes toward the PAT experience and TQL. Attitudes are clearly important in a long-term change effort such as this. Without favorable attitudes and strong commitment to the process, the implementation of TQL cannot succeed. The survey should be viewed as a formative evaluation of one Naval hospital's efforts after 18 months, a critical time to provide feedback about how team members are reacting to this management initiative. While progress has been made, the survey results suggest areas where improvements should occur to deepen members' commitment to and acceptance of TQL and process action teams.

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Document Details

Document Type
Technical Report
Publication Date
Jan 01, 1992
Accession Number
ADA256345

Entities

People

  • Joyce H. Seidman

Organizations

  • California State University

Tags

Communities of Interest

  • Biomedical
  • Materials and Manufacturing Processes

DTIC Thesaurus Topics

  • Civilian Personnel
  • Education
  • Enlisted Personnel
  • Feedback
  • Government Employees
  • Group Dynamics
  • Health Care
  • Health Services
  • Hospital Administration
  • Management Personnel
  • Organizational Structure
  • Perception
  • Personnel Management
  • Psychology
  • Students
  • Supervisors
  • Training

Readers

  • Organizational Process Management (OPM).
  • Organizational Psychology.