Application of TQM to Mental Health: Lessons from Ten Mental Health Centers

Sluyter, Gary V.

doi:10.1016/s1070-3241(16)30210-3

Cited by 12 publications

(18 citation statements)

References 12 publications

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“…Contemporary quality improvement necessitates cultural change in healthcare organizations (Bamette & Clendenen, 1996;Batalden & Stoltz, 1993;Benson, 1994;Berman, 1995;Berwick, 1989;Caldwell, 1993;Cesarone, 1993;Kaluzny & McLaughlin, 1992;Lewis, 1993;McGuire & Longo, 1993;Sluyter, 1996;QRB, 1993). Systems theory 17 can help us describe organizations (Senge, 1990).…”

Section: Systems Theory and Changementioning

confidence: 99%

“…competitive viability and 3.) organization cultural change (Bamette & Clendenen, 1996;Batalden & Stolz, 1993;Campion & Rosenblatt, 1996;Covey, 1990;Duncm et al, 1991;Eddy, 1990Eddy, ,1994Juran, 1964;Laffel & Blxmienthal, 1989;McFarland, Harmann, Lhotak, & Wieselthier, 1996;McGuire & Longo, 1993;Nolan, 1994;Senge, 1990;Shelton, 1995;Sluyter, 1996;Wakefield & Wakefield, 1993;Waress, Pastemak, & Smith, 1994). The challenge for contemporary quality improvement in healthcare is to provide quality service with greater value than the competition.…”

mentioning

confidence: 99%

“…The challenge for contemporary quality improvement in healthcare is to provide quality service with greater value than the competition. Further, the absence of staff involvement in planning and designing will seriously compromise performance improvement efforts (Bamette & Clendenen, 1996;Senge, 1990;Sluyter, 1996). Superior quality of service provision will necessitate staff commitment to changes brought about by performance improvement (Bamette & Clendenen, 1996;Covey, 1990;Sluyter, 1996).…”

mentioning

confidence: 99%

“…• All stakeholders must be involved and committed to improvement efforts (Sluyter, 1996;Sluyter & Beiman, 1996).…”

mentioning

confidence: 99%

“…Leadership involvement is cited over and over again as crucial to the successful implementation of quality improvement tools along with organization cultural commitment (Bamette & Clendenen, 1996;Chowanec, 1996;Elliott, 1996;Hyde & VermiUion, 1996;McFarland, Harmann, Lhotak, & Wieselthier, 1996;Sluyter, 1996;Sluyter & Berman, 1996).…”

mentioning

confidence: 99%

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Staff evaluations and perceptions of organizational culture: Implications for performance improvement and mental healthcare service evaluation

Kerber

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This manuscript has been reproduced from the microfilm master. UMI films the text directly from the original or copy submitted. Thus, some thesis and dissertation copies are in typewriter &ce, vdiile others may be from aity type of computer printer.The quality of this reproduction is dependent upon the quality of the copy submitted. Broken or indistinct print, colored or poor quality illustrations and photographs, print bleedthrough, substandard margins, and improper alignment can adversely affect reproduction.In the unlikely event that the author did not send UMI a complete manuscript and there are missing pages, these will be noted. Also, if unauthorized copyright material had to be removed, a note will indicate the deletion.Oversize materials (e.g., maps, drawings, charts) are reproduced by sectioning the original, beginning at the upper left-hand comer and continuing from left to right in equal sections with small overlaps. Each original is also photographed in one ^osure and is included in reduced form at the back of the book.Photographs included in the original manuscript have been reproduced xerographically in this copy. Higher quality 6" x 9" black and white photographic prints are available for any photographs or illustrations appearing in this copy for an additional charge. Contact UMI directly to order. UMI ABSTRACTThe researcher studied stafTperceptions and evaluations regarding the provision of adult outpatient mental health services at a county medical center. Methods to improve the quality of adult outpatient mental health services were examined. Qualitative methods were employed to conduct a process and cultural assessment. The researcher addressed: 1) staff evaluations of crucial issues regarding performance improvement, 2) cultural issues relating to organizational change and development, 3) the interventive impact of focus group involvement, 4) the utility of qualitative methods for data analysis, 5) specific considerations for mental healthcare staff, and 6) how the evaluative process of a specific service and/or program impact the greater organizational system. All facets of service provision except confidential information expressed within the confines of the therapeutic relationship were examined.Results yielded six themes indicating cultural, system and leadership issues that compromise the quality of service provision. The final themes include; 1) understanding the entire process of service provision, depends on which roles staff occupy, 2) focus groups are helpful as they validate participants, enhance understanding of staff interdependency and emphasize the need for effective communication, 3) staff perceive upper administration as non supportive and out of touch with their needs and concerns, 4) other than serving patients better, staff perceive "performance improvement" as ambiguous and/or not relevant, 5) staff recognize the complexity of change as an emotional process resulting in finstration, isolation and compromised quality of service to patients, and 6) attaining important in...

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