Freer J, Jackson S
Health Manpower Management, (UK), Vol 24 No 2 98
Start page: 76 No of pages: 6

Describes the process of transition managed by Huddersfield Healthcare NHS Trust between 1993 and 1997, which involved the creation of a sub-directorate of clinical support services and the merging of seven separate services managed by different district heads under one manager. Discusses how the sub-directorate identified its strengths and weaknesses and agreed a vision prior to formulating a plan, and then managed the change process using the Malcolm Baldrige National Quality Award self-assessment criteria, focusing on seven key areas: leadership; information and analysis; strategic quality planning; human resource development and management; management of process quality; quality and operational results; and customer focus and satisfaction. Outlines the quality improvement initiatives undertaken, spotlighting the difficulties encountered as well as the benefits achieved, and emphasizes three key elements of the project’s success: team commitment to continuous improvement, strong leadership and a sound quality management tool.

Subject(s): TRUSTS, NATIONAL HEALTH SERVICE, ORGANIZATIONAL CHANGE, SELF-ASSESSMENT, QUALITY, BALDRIGE AWARD, KAIZEN, COMMITMENT, LEADERSHIP, VISION
Database: TMA: Top Management Abstracts MQA: Management of Quality Abstracts. Style: Case study
Indicators: Research Implication- *, Practice Implication- **, Originality- ***, Readability- *, Total Number- ******* Reference: 27AF225
Reproduced by permission of Anbar Management Intelligence
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