Development Of Quality Culture Research Articles

Leadership In Developing A Culture Of Quality (Case Study In Madrasah Aliyah Negeri Lamongan)

Quality human resources are becoming crucial in an era of globalization. Quality human resources are produced by quality educational institutions and led by the head of the madrasah, which consistently improves the quality of madrasas. Therefore, to improve the quality of the madrasah, it is necessary to build a culture of quality. Leadership plays an important role in shaping a solid madrasa culture of quality. Based on the above considerations, the study aims to (1) describe the leadership style of the Madrasa in developing a quality madrasa culture, (2) describe the leadership steps of the head of the madrasas in the development of a quality madrasah culture, (3) describe a cultural reality of the quality of Madrasa, (4) explain the efforts of the leader of the Madrasa in removing resistance to the quality culture development. This type of research is field research with a qualitative approach using case studies and data collection techniques through in-depth interviews, observations of participants, and documentation. Analysis of research results shows that (1) the main madrasa style in developing a quality culture has five leadership styles: charismatic, democratic, participatory, deliberative, and aggressive. It's adapted to the situation and conditions. (2) Leadership steps in developing a culture of quality madrasa: (a) the head of the Madrasa articulates the vision and mission of impact on improving the quality culture of Madrasa. (b) The head of the Madrasa has the values of leadership that are believed to be translated into the life of the organization of the madrasas. (c) the symbol is a description of the organizational values that rained and preserved and reflect the uniqueness of the Madrasas; (d) the process of development of a quality culture passes through four stages, namely the preparation phase, the acceptance phases, the implementation phases and the commitment phases. (3) The cultural reality of the quality of MAN Lamongan is related to the values of the institution and the leadership of the head of the Madrasa in promoting relations with the staff. (4) The individual teacher's resistance exists in developing a culture of madrasa-quality. The head of the Madrasa's efforts in dealing with the resistance of the people of Madrasa used a preventive and healing approach.

Creating an Assessment Indicator of Quality Culture Development in the Generic Pharmaceutical Industry in Japan.

In the past few years, there have been several instances of illicit pharmaceutical manufacturing in Japan, and there is a growing awareness of the importance of corporate compliance and pharmaceutical manufacturing and quality controls. One cause of illicit manufacturing is the inadequate development of quality culture. This study focuses on the degree of quality culture development in Japanese pharmaceutical companies manufacturing generic drugs. Because no evaluation index for Japan can visualize the degree of quality culture development in each company, this study sought to establish this index to utilize it as a tool for evaluating the degree of quality culture development that would enable each company to continuously monitor and improve its own. We conducted a questionnaire survey among Japan Generic Medicines Association members to evaluate the degree of their quality culture development. The questionnaire contained 28 questions in five evaluation categories. Potential indicators of quality culture development included "Employee growth and satisfaction"; "Management commitment"; "Improvement activities"; "Communication"; and "Environment, health, and safety." We obtained 294 responses from 37 Marketing Authorization Holder (MAH) and 61 manufacturing sites. Respondents were classified by roles of management, manager, and nonmanager. The results confirmed the current status of quality culture development efforts, showing that important messages such as the corporate philosophy as communicated by the management is well known, awareness of quality culture development level differs by role, and appropriate resources are not adequately allocated to employees or facilities. Based on the results, use of the index of quality culture development helped to make relative comparisons and visualize the areas to be addressed for quality culture development. This study established and visualized the index for the degree of quality culture development in domestic generic drug manufacturing companies and we hope this indicator becomes a useful tool for evaluating a company's quality culture development level.

Management of quality assurance and development of the quality culture of higher education in Indonesia

This study aims to analyze quality assurance management in the development of quality culture in higher education institutions in Indonesia. This study method is a literature review. The results of the study show that in the quality assurance policies of higher education institutions in Indonesia, there are two quality assurance systems for higher education institutions, namely, the external and internal quality assurance systems. The effectiveness of external and internal quality assurance depends on internal quality assurance management aimed at building a higher education quality culture. Higher education institutions that are managed effectively and efficiently have a high-quality culture. The quality culture of higher education in Indonesia is unique and different from other organizational cultures. This uniqueness can be seen in the quality of academic services, the productivity of scientific work and community service.

Organizaciona kultura kao poluga uspešnog upravljanja kvalitetom

The implementation of a quality management system represents a strategic change in every organization, regardless of its activity, size, market, production program, financial strength, number of employees. Organizational culture has a significant role in that process. Moreover, the success of the quality management system depends largely on its congruence with the organizational culture, that is, the quality culture development. The aim of this paper is to show how managers observe and evaluate the level of quality culture development in the organization. In accordance with the defined goal, research was conducted in the company Šinvoz, Zrenjanin from November to December 2022 with specially designed questionnaire. The company's main activity is the overhaul of railway vehicles and components, as well as the maintenance, repair, and modernization of railway vehicles. The company management participated in the research that showed that quality culture is unevenly developed in the organization. Managers believe that certain segments of the quality culture are highly developed, but others are at a low level. Based on their evaluations, quality system management can be improved, that is, measures and activities that will result in quality system improvement in the organization can be undertaken. The key value of the paper lies in the fact that overall quality should be improved in order to remain competitive in the long run.

ЦІННІСНІ ВИМІРИ КУЛЬТУРИ ЯКОСТІ ВИЩОЇ ОСВІТИ

The article analyses the changes in the social and cultural context in the functioning of the modern university, which lead to the actualization of the issues of development of quality culture and its assurance. It is identified that the problems of quality assessment arise due to the insufficient articulation of the essence of concept of "quality" and "quality culture" in international standards and national legislation. The purpose of the study is to define the essence and dimensions of quality culture as a necessary element of the mission of a contemporary university. Results. It is noted that in current processes of quality assurance in the higher education and its assessment there is an excessive focus on purely managerial procedures, which results in threats to the cultural mission of the contemporary university and loss of motivation for authentical academic activity. Consideration of complex educational activities through the prism of the quality of learning outcomes and the quality of research, teaching, learning, and assessment processes opens up prospects for theoretical justification of quality requirements with the use of the theories of consequentialism and virtue ethics. The article demonstrates the possibilities of justification the quality in education from the standpoint of the common good of all stakeholders, firstly, as maximizing the instrumental goods of all participants in the educational process and, secondly, as continuous improvement of members of the university community in complex joint activities based on "intrinsic" values. Thus, the university is able to realize its mission, which can combine instrumental "extrinsic" and self-sufficient "intrinsic" values-goals. In this way the understood quality in education allows to broaden the focus of consideration of the essence of quality culture, which is unique for each university. Quality culture, as an element of organizational culture, bears the imprint of the value system of national culture, the value system of the professional activity for which the university prepares future specialists, the value system of subcultures that arise within the university (academic groups, departments, faculties; teachers, students, administration, etc.) Given the multidirectional incorporation of members of the university community into the system of social relations, it is proposed to consider the culture of quality through the prism of four structural elements - value, normative, sign and symbolic, and managerial components. Taking into account the fact the non-homogeneous nature of the quality culture of each university, its assessment remains problematic both by the university itself and by institutions of external evaluation.

Development of Quality Culture and Work of Bapelkes Mataram

Bapelkes NTB Province became Bapelkes Mataram as a UPT within the Ministry of Health based on the Minister of Health Decree No. 29 of 2021 concerning the Organization and Work Procedures of the Technical Implementation Unit for Health Training in the Ministry of Health. Bapelkes Mataram as one of the organizations under the Ministry of Health of the Republic of Indonesia in its readiness to carry out re-accreditation continues to evaluate the development of education and training services by implementing a quality culture and work of Bapelkes Mataram with benchmarks on the Professional - Innovative - Solid aspect which is abbreviated as PIS. Qualitative descriptive method which is a follow-up research as a form of evaluation of the application of quality and work culture. Using research instruments that were refined from previous studies. The results of this study provide an illustration of an increase of 19.33%. Input on the dissemination of survey results to triangulate data on the Solid (S) indicator component to get results that are the real situation. The diversity of organizational forms that will affect different cultures is a natural thing because of the different organizational environments. Several activities were carried out in an effort to establish and improve Professional Values (P) and Solid Values (S) with the “Raboan” meeting activity; make a work schedule for Manager On Duty (MOD) holidays and public holidays; appoint a technical implementing coordinator for the Bapelkes Mataram with a mentor. Continuous evaluation in an effort to achieve success in institutional re-accreditation will be achieved.

Development of Quality Culture and Work of Bapelkes Mataram

Bapelkes NTB Province became Bapelkes Mataram as a UPT within the Ministry of Health based on the Minister of Health Decree No. 29 of 2021 concerning the Organization and Work Procedures of the Technical Implementation Unit for Health Training in the Ministry of Health. Bapelkes Mataram as one of the organizations under the Ministry of Health of the Republic of Indonesia in its readiness to carry out re-accreditation continues to evaluate the development of education and training services by implementing a quality culture and work of Bapelkes Mataram with benchmarks on the Professional - Innovative - Solid aspect which is abbreviated as PIS. Qualitative descriptive method which is a follow-up research as a form of evaluation of the application of quality and work culture. Using research instruments that were refined from previous studies. The results of this study provide an illustration of an increase of 19.33%. Input on the dissemination of survey results to triangulate data on the Solid (S) indicator component to get results that are the real situation. The diversity of organizational forms that will affect different cultures is a natural thing because of the different organizational environments. Several activities were carried out in an effort to establish and improve Professional Values (P) and Solid Values (S) with the “Raboan” meeting activity; make a work schedule for Manager On Duty (MOD) holidays and public holidays; appoint a technical implementing coordinator for the Bapelkes Mataram with a mentor. Continuous evaluation in an effort to achieve success in institutional re-accreditation will be achieved.

Strategy for quality culture development of construction implementing service companies in running a quality management system based on organizational culture and national culture to reduce construction failure rates

The purpose of this study is to provide an overview of the development of a quality culture in implementing a quality management system based on ISO 9001 based on organizational culture and national culture that influence each other in contracting companies, especially in Indonesia. The analysis of this research by processing 151 respondents' data using SPSS and SmartPLS. From the results of the analysis, it was found that the National Culture, Quality Management System, and Organizational Culture affect the Quality Culture Development. The significant indicators of the National Culture variable on the Quality Culture Development are individualism/collectivism and power distance. While the significant indicators of the Quality Management System variable on the Quality Culture Development are organizational and operational contexts. A significant indicator of the Organizational Culture variable on the development of a Quality Culture is Efforts to Achieve Performance and Leadership. To develop a Quality Culture influenced by the National Culture, Quality Management System, and Organizational Culture. This research can be used as material or input in developing a Quality Culture to reduce the rate of construction failure in BUMN construction service companies in Indonesia in the future.

Strategy for quality culture development of construction implementing service companies in running a quality management system based on professional culture and national culture to reduce construction failure rates

The purpose of this study is to provide an overview of quality culture related to professional culture and national culture that influence each other in contracting companies, especially in Indonesia. The factors that will determine the development process are identified using Structural Equation Modeling. From the results of the analysis, it is found that professional culture, national culture and quality management systems can increase efforts to develop a quality culture in BUMN companies. The variable of professional culture with time and team indicators, variables of national culture with indicators of individualism/collectivism and power distance, and the variable quality management system with indicators of organizational and operational context has a significant effect on the Quality Culture Development. To be able to increase efforts to develop a quality culture in state-owned construction service companies, it is necessary to improve the professional culture, national culture, and quality management system effectively. This research can be used as material or input to improve efforts to develop a quality culture in BUMN construction companies in Indonesia in the future.

ASSURE MODEL WITH ICT-ENVIRONMENTAL SCIENTIFIC APPROACH TO IMPROVE CRITICAL THINKING ABILITY

This research is compiling and describing, among others; 1) The background of the development of the Assure model, 2) the main concept of the Assure model, 3) the concept of the Assure model with a scientific approach, ICT-Environment, 4) How to integrate the Assure model with a scientific approach, ICT-environment into the lesson plans. 5) the concept of critical thinking, 6) Description of the application of the Assure model with a scientific approach, ICT-environment to improve critical thinking skills in chemistry learning. Using the literature study methodology. The research finding is that the Assure model can be integrated with a scientific approach and then combined with Information Communication and Technology (ICT) which uses concrete examples from the environment to improve critical thinking skills in chemistry learning. In conclusion, the application of the Assure Model using a scientific approach -ICT - environment will provide effective learning for students to explore chemistry more broadly so as to increase critical thinking power. Keywords : Assure model, quality culture development, critical thinking

A simple approach to create a common language, a necessary element for the development of a quality culture in a medical biology laboratory

The order no. 2010-49 of January13, 2010 has made the accreditation of medical biology laboratories in France mandatory. It is based on international standards: NF EN ISO 15189 for medical biology laboratories and NF EN ISO 22870 for point-of-care testing. The NF EN ISO 15189:2012 standard is an adaptation of the requirements relating to the quality management system according to the ISO 9001:2008 standard, to improve delivery performance. As a company's performance is closely linked to its quality culture, the establishment and development of a quality culture within a company appears fundamental. The purpose of this article is to explain how to create a common language on which to base the development of quality culture within a medical biology laboratory. It is a simple approach which consists in asking 3 questions concerning quality management to the members of the team of this laboratory (what do you value? what emotions give you these values? what do you not value?) then to organize the answers in a reference frame for quality management.

The importance of nurses’ cognitive and emotional engagement in developing hospital quality culture

To identify which component of the nurse's engagement that plays a significant role in developing quality culture. This study involved 643 nurses from 15 hospitals in Malang Raya, Indonesia. The perceived organizational quality culture and employee engagement were measured with a close-ended questionnaire and further analyzed using descriptive statistics and multiple linear regression. Most nurses only reach an average level, while not more than fifteen percent of nurses have a high level of employee engagement. Moreover, most nurses perceive that their hospital has already well-developed quality culture. The cognitive and emotional engagement has a significant influence on the development of quality culture, while physical engagement does not. To build a quality culture, hospital managers should emphasize their efforts in fostering the nurse's cognitive and emotional engagement while maintaining the nurse's physical engagement.

DAMPAK IMPLEMENTASI PENGEMBANGAN BUDAYA MUTU AKADEMIK RELIGIUS KEPALA MADRASAH DALAM MEMBANGUN SIKAP SOSIAL

Quality culture is manifested in the form of development which includes two main elements, namely: cultural fostering which includes vision, mission, goals, values and beliefs, reward systems, emotional and social relationships, and madrasah design. then personal development in the form of role models, including personal behavior, principal behavior and administrative action. The purpose of this study is to analyze and find the impact of the application of quality culture development in MAN Gondanglegi, MAN Turen, and MA Raudlatul Ulum Ganjaran Gondanglegi. This research method uses a qualitative approach with type of study designed with multi-case. Data were collected through in depth interview and participant observation and documentation study. The data analysis technique used individual case analysis and cross-case analysis. And data validity checking activities include credibility, dependability, and confirmability. The result, the development of a quality culture has an impact on the attitudes and behavior of Madrasah principals in building relationships with educators, the community, stakeholders in a harmonious and holistic manner, with academic achievement so that customers can trust them.

Conceptual Framework of Development of Quality Culture in Indonesian Construction Company

Conceptual Framework of Development of Quality Culture in Indonesian Construction Company

Trust-Based Quality Culture Conceptual Model for Higher Education Institutions

Higher Education Institutions (HEIs) play a crucial role in societies as they enhance the sustainable development of nations. In a context of increasing competition and financial difficulties in higher education institutions, the loyalty of students, faculty and administration staff as well as institutional reputation are key factors for survival and success. They are built upon trust and high quality of services rendered by HEIs. The intentional development of trust serves the purpose of enhancing the quality culture in higher education. The concept of quality culture has become a natural successor of quality management and quality assurance in universities presenting a new perspective for viewing quality at HEIs—as a combination of structural and managerial with cultural and psychological components. This paper provides an elaboration of a novel Trust-Based Quality Culture Conceptual Model for Higher Education Institutions which presents the perceived interconnections between trust and quality culture at HEIs. It can form a source for an inquiry process at HEIs, thus contributing to better contextual diagnosis of the stage where HEI is in the process of building the quality culture based on trust. The findings of this study are important in better understanding the quality culture development in HEIs that is based on trust, loyalty and reputation. It may have an impact on the decision-making processes concerning HEIs’ management. The proposed model contributes to the need for greater clarity, ordering and systematization of the role of trust in the processes of quality culture development.

Reinforcing pillars for quality culture development: a path analytic model

ABSTRACTTo this date, research on the interplay between organisational structure/managerial and organisational value/psychological elements which impact on educational quality is scarce and fragmented. As a consequence of a lack of knowledge in this area, institutions often address these elements in isolation, moving past integral approaches, which reinforce the organisations’ quality culture. In order to examine interrelationships between context characteristics, work-related psychological attitudes of staff and enhancement practices, a path analysis was performed on data collected from academics with teaching coordination roles. The findings highlight the paramount importance of a ‘human relation’ value orientation; this orientation influences empowerment, commitment and communication satisfaction. Rational goal values and ownership are positively related to quality enhancement practices. It is advocated that institutional policies and strategies directed at educational quality enhancement should leave discretionary space for the availing of academics’ expertise. Nurturing collaborative teaching/learning communities with explicit concern for morale, involvement and development, deserves further cultivation.

Implementation of Internal Quality Assurance in Polytechnics: Evidence from Ghana

Quality assurance in higher education has become a global issue. There has been a growing interest of governments around the world that higher education institutions in their countries need to provide quality education to their students. This study investigated the implementation of internal quality assurance in two purposively selected Ghanaian Polytechnics. Qualitative methodology was employed using in-depth interviews based on a case study research design. The participants indicated that the internal quality assurance systems and practices in place in the Polytechnics included areas such as the availability of internal quality assurance policy, teaching and learning processes, curriculum design, evaluation and review, research performance, extension activities, student assessment practices, student-lecturer assessment and student support services. Infrastructure challenges, funding and budget constraints, human capacity constraints and lack of quality culture were found to militate against the implementation of quality assurance in the Polytechnics. It was recommended that Ghanaian Polytechnics should have clear policies and associated procedures for the assurance of quality and standards of their programmes and awards. They should commit themselves explicitly to the development of quality culture and quality awareness. Also, the necessary learning facilities, resources and support systems should be provided by the Polytechnics to ensure quality of teaching and learning. The products, environments, programmes and services provided by the Polytechnics should be accessible and usable, to the greatest extent possible, by all categories of students. Assistive devices should be provided for persons with disabilities where needed. Building internal capacity for quality assurance was also recommended.

QUALITY CULTURE DEVELOPMENT IN THE INDUSTRIAL ENTERPRISE / PRAMONĖS ĮMONIŲ KOKYBĖS KULTŪROS PLĖTOJIMAS

This article examines the theoretical viewpoint of quality culture, its formation in industrial plants. Here is discussed cultural ap-proach to quality. It is determined that quality based on a cultural perspective is implemented not only by using tools and methods, but it is the result of cultural factors – exactly the company's values and practices. The values that affect a successful quality culture's integration into entire company's activity are overviewed. This article presents the study of key factors influencing the quality culture's development and it is proposed a conceptual model. The conclusions of performed empirical studies confirm that leadership and company's culture are of paramount im-portance and are the main success factors in developing of the quality culture in the company. The connection between leader-ship and empowerment certifies that each company itself is re-sponsible for the formation of the quality culture. Šiame straipsnyje teoriškai nagrinėjama kokybės kultūra, jos formavimas pramonės įmonėse, aptariamas kultūrinis požiūris į kokybę. Nustatoma, kad kokybė, kuri grindžiama kultūriniu požiūriu, yra įgyvendinama ne tik įrankiais ir metodais, o yra kultūrinių veiksnių rezultatas, kurie pagrįsti įmonės vertybėmis ir gerąja praktika. Straipsnyje apžvelgiamos vertybės, kurios daro įtaką sėkmingai kokybės kultūros integracijai į visą įmonės veiklą, pateikiamas kokybės kultūros plėtojimą įtakojančių esminių veiksnių tyrimas ir siūlomas koncepcinis situacijos tyrimo modelis. Atliktų empirinių tyrimų išvados patvirtina, kad lyderystė ir įmonės kultūra yra svarbiausi sėkmės veiksniai. Vadovai turi motyvuoti darbuotojus įgyvendinti teigiamus įmonės kultūros pokyčius. Kiekviena įmonė pati yra atsakinga už kokybės kultūros formavimą.

Unravelling quality culture in higher education: a realist review

There is a growing belief that higher education institutions should nurture a ‘quality culture’ in which structural/managerial and cultural/psychological elements act in synergy to continuously improve education. Notwithstanding the positive connotation of the ‘quality culture’ concept, its exact configuration remains subject to debate. A realist review was conducted to identify inhibiting and promoting organisational context elements impacting quality culture, its working mechanisms and associated outcomes. Leadership and communication were identified as being of key importance in binding structural/managerial and cultural/psychological elements. Leaders are central ‘drivers’ of quality culture development through their ability to influence resource allocation, clarify roles and responsibilities, create partnerships and optimise people and process management. Adequate communication is considered a prerequisite to diffuse quality strategies and policies, evaluate results and identify staff values and beliefs. It is proposed that the working mechanisms of quality culture comprise increased staff commitment, shared ownership, empowerment and knowledge. Associated outcomes related to these mechanisms are positive effects on staff and student satisfaction, continuous improvement of the teaching–learning process and student and teacher learning and development. Institutions striving for the development of a quality culture should best operate from a contingency approach, i.e. make use of quality management intervention approaches which are tailored to the organisational context.

Quality Culture in Higher Education Institutes: Perspective of different Stakeholders

Quality assurance and accreditation have become an essential part of higher education quality management all over the world. To ensure sustainable high quality education, it is essential to develop an internal quality culture in Higher Education Institutes (HEIs). The main objective of this study is to establish existence/non-existence of quality culture by using Internal Quality Culture (IQC) framework. The study will also identify the main impediments in the prevailing organizational culture of a HEI. The framework highlights four dimensions of IQC; Planning, Support, Execution and Assessment. Different indicators for these quality culture dimensions are analyzed by comparing the perspectives of three main stakeholders i.e. faculty, students and management. The results indicate that successful development of quality culture requires commitment and active collaboration of all the stakeholders. Moreover, the changing and conflicting requirements of the stakeholders influence the quality improvements efforts.