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Kelley, John M.; Trainer, James F. – New Directions for Institutional Research, 2004
Over the past decade, cross-functional quality improvement teams have been formed not only to reengineer work processes but also to enhance community and create incentives and recognition; they have moved the university from planning to action. (Contains 1 table.)
Descriptors: Total Quality Management, Success, Goal Orientation, Teamwork

Coate, L. Edwin – New Directions for Institutional Research, 1991
Oregon State University implemented Total Quality Management in nine phases: exploration; establishing a pilot study team; defining customer needs; adopting the breakthrough planning process; performing breakthrough planning in divisions; forming daily management teams; initiating cross-functional pilot projects; implementing cross-functional…
Descriptors: Case Studies, College Administration, College Planning, Experimental Programs

Lozier, G. Gregory; Teeter, Deborah J. – New Directions for Institutional Research, 1993
Some organizations are having difficulty with the Total Quality Management (TQM) approach. Problems appear to come from reliance on prepackaged TQM programs, large-scale, diffuse implementation, mass training programs, measurement paralysis, overemphasis on tools, process selection, outmoded reward structures, and simplistic views of change and…
Descriptors: Administrative Organization, Business Administration, Case Studies, Change Strategies