The implementation of Continuous Quality Improvement in the Texas A&M University Development Foundation /
This qualitative study examined constructions of individuals involved in a Continuous Quality Improvement (CQI) pilot project in the Texas A&M University Development Foundation, a non-profit corporation responsible for soliciting and managing major private gifts for Texas A&M University. Th...
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| Format: | Thesis Book |
| Language: | English |
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[Place of publication not identified] :
[publisher not identified] ;
1996.
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| Online Access: | http://proxy.library.tamu.edu/login?url=http://proquest.umi.com/pqdweb?did=743149021&sid=1&Fmt=2&clientId=2945&RQT=309&VName=PQD |
| Summary: | This qualitative study examined constructions of individuals involved in a Continuous Quality Improvement (CQI) pilot project in the Texas A&M University Development Foundation, a non-profit corporation responsible for soliciting and managing major private gifts for Texas A&M University. The study investigated how CQI was implemented, how individuals constructed the implementation, and how individuals and the organization changed as a result of the implementation. Constructivism was selected -as the research methodology for the study. Over an 18-month period, data were collected via participant observations, interviews, and document accumulation. Respondents included improvement team members, Quality Council members, and individuals external to the project. The researcher was involved during the entire period of the pilot project from initial training sessions to closure of team activities. Data were unitized, analyzed, and grouped into categories, leading to a thematic case study report. Within the context of the Texas A&M University Development Foundation, the following conclusions were reached: ³The initial impact of CQI on organizational culture and processes is positive. ³The CQI methodology guides teams to key process areas requiring improvement. ³One of the most valuable attributes of CQI is its facilitation of shared understanding and collaboration across organizational and institutional lines. ³Selection of team members has a significant impact on CQI methodology, both regarding the interaction of team members and the comprehensiveness of process improvements and team products. ³Though it encompasses a unique methodology that fosters teamwork, CQI (similar to other team-oriented approaches) is not a short-term panacea for deeply entrenched conflicts between organizational members. ³The CQI methodology is implemented more easily, but not necessarily more effectively, into linear processes compared to nonlinear (or non-existent) processes. ³Within this study, constructivist inquiry captured the important nuances of human experience, and paralleled and complemented many tenets of CQI theory. |
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| Item Description: | Vita. "Major Subject: Educational Administration". |
| Physical Description: | xii, 291 leaves : illustrations ; 28 cm. Issued also on microfiche from University Microfilms Inc. |
| Bibliography: | Includes bibliographical references. |