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|Other Titles: ||An integration model for quality assurance mechanism and business excellence in heis|
|Authors: ||許麗萍;Hsu, Li-Ping|
|Keywords: ||大學;系所評鑑;內部控制制度;國家品質獎;卓越經營;HEIs;program evaluation;Internal Control;National Quality Award;business excellence|
|Issue Date: ||2016-01-22 14:53:12 (UTC+8)|
This study examines the relationship between mechanisms for implementing quality management in universities and operational excellence. Through a detailed case-study of one university’s successful application of the Total Quality Management system (TQM), this study goes on to suggest an integration model for implementing quality management in institutions of higher education. The findings from this study should be of great interest to other institutions searching for systematic methods of improving management quality and effectiveness, which is essential in the increasingly competitive tertiary education environment in Taiwan.
The study has gone through extensive reviews of documentations in order to understand the related legislations concerning the governmental enforcement of the quality assurance institutionalization. At the same time, it has applied the content analysis methodology to investigate the consistency between the evaluation report and the evaluation result. The status quo and the difficulties encountered by local universities’ internal control system have been analyzed accordingly. Comparisons are drawn between national quality awards in Taiwan and the USA, the review processes used therein, as well as the operational results in schools that have won these awards. These varied methods are leveraged to qualify and explain the context in which this case study unfolds, detailing the journey of one university from just starting to promote TQM to ultimately winning a quality award.
The conclusions of this study are summarized as follows:
1. Inconsistency was found between the evaluation result and the evaluation report, There is consistency between the evaluation result and the average times of positive opinions of the accredited key elements. Nevertheless, the average times of negative opinions of the accredited institutes and departments is higher than those of who are on the watch list.
2. Difference in legislations, regulations and measures applied among public and private HEIs were found. Most institutions lacked adequate concepts of how to properly implement internal control measures.
3. There are no constraints on the history and scale of HEIs if they should apply for TQM and the National Quality Award. Determination from the top management is the key success factor. However, it also requires adequate trainings in concepts, methodology and supporting data when any HEI attempts to apply for the National Quality Award.
4. There are similarities of the measures among the institutional evaluation, internal control system and the National Quality Award. The study proposes an integrated model that centers on exceeding customers’ expectation and expands to the framework, method, culture and value to pursue quality assurance mechanisms and business excellence.
Finally, according to the results of this study, specific analysis is directed to colleges, educational administrators, those responsible for national quality awards, and suggestions are given for future researchers.
|Appears in Collections:||[管理科學學系暨研究所] 學位論文|
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