93 related articles for article (PubMed ID: 10153333)
1. TQM trips over glorified firefighting, poor communication, expert warns.
Rudd T
Healthc Syst Strategy Rep; 1995 Jan; 12(1):7. PubMed ID: 10153333
[No Abstract] [Full Text] [Related]
2. Re-engineering leaps beyond downsizing, TQM, expert says.
Rudd T
Healthc Syst Strategy Rep; 1995 Mar; 12(5):8-9. PubMed ID: 10152409
[No Abstract] [Full Text] [Related]
3. TQM: merger trailblazer? Quality tools provide common ground for 'doing the deal'.
Bergman R
Hosp Health Netw; 1994 Dec; 68(24):44, 46. PubMed ID: 7994303
[No Abstract] [Full Text] [Related]
4. Patient focused care and total quality management. A marriage made in heaven.
Moffitt GK; Galloway M
Rev Patient Focus Care Assoc; 1992; ():2-6. PubMed ID: 10133398
[No Abstract] [Full Text] [Related]
5. Reorganizing an academic medical center in a period of change.
Schurman DP; Lynch T
Qual Manag Health Care; 1994; 3(1):25-36. PubMed ID: 10139245
[TBL] [Abstract][Full Text] [Related]
6. Integrating TQM and patient focused care. United they stand--divided they fall.
Galloway M; Moffitt GK
Rev Patient Focus Care Assoc; 1992; ():14-6. PubMed ID: 10133855
[No Abstract] [Full Text] [Related]
7. Re-engineering the ICU using TQM principles.
Schumpert R
QRC Advis; 1997 Feb; 13(4):8, 7. PubMed ID: 10173706
[No Abstract] [Full Text] [Related]
8. Are TQM and reengineering really different?
Weddle T
Healthc Inf Manage; 1994; 8(4):11-5. PubMed ID: 10141368
[No Abstract] [Full Text] [Related]
9. Quality management: the role of hospital boards.
Shamian J
World Hosp Health Serv; 1998; 34(2):4-10. PubMed ID: 10185184
[TBL] [Abstract][Full Text] [Related]
10. Ethical implications of re-engineering.
Nowicki M
J Healthc Resour Manag; 1995 Feb; 13(2):36-7. PubMed ID: 10142507
[No Abstract] [Full Text] [Related]
11. More on the ethical implications of reengineering.
Nowicki M
J Healthc Resour Manag; 1996 Jun; 14(5):31-2. PubMed ID: 10158612
[No Abstract] [Full Text] [Related]
12. Implications of reengineering in health care.
Lin B; Vassar JA
Health Care Superv; 1996 Dec; 15(2):63-8. PubMed ID: 10162815
[TBL] [Abstract][Full Text] [Related]
13. Working smarter: cutting costs using TQM.
Kennedy M
Qual Lett Healthc Lead; 1994 Oct; 6(8):6-13. PubMed ID: 10137490
[No Abstract] [Full Text] [Related]
14. The transformation journey to value in health care.
Knudsen KB
Front Health Serv Manage; 1995; 12(2):40-3; discussion 47-8. PubMed ID: 10152520
[No Abstract] [Full Text] [Related]
15. Restructuring fosters better communication.
Healthcare Benchmarks Qual Improv; 2003 Jul; 10(7):79-81. PubMed ID: 12854249
[TBL] [Abstract][Full Text] [Related]
16. Creating a continuous improvement environment within a functionally organized medical center. Case 3.
Case Stud Health Adm; 1993; 9():37-41. PubMed ID: 10136270
[No Abstract] [Full Text] [Related]
17. Involving physicians in TQM. To gain physician support for quality management, hospital administrators must treat physicians as customers.
McCarthy GJ
Health Prog; 1993 Dec; 74(10):33-5. PubMed ID: 10130088
[TBL] [Abstract][Full Text] [Related]
18. Relationships among quality assurance, quality improvement, and reengineering.
Coffey RJ; Berglund RG
Healthc Inf Manage; 1994; 8(4):5-10. PubMed ID: 10141374
[No Abstract] [Full Text] [Related]
19. Q&A: where hospital HR and the total quality imperative intersect.
Carter CC
Healthc Hum Resour; 1994 Apr; 3(4):8-12. PubMed ID: 10135978
[No Abstract] [Full Text] [Related]
20. TQM, Part 1. TQM: successes, failures, and wishful thinking.
Maher LA
MLO Med Lab Obs; 1994 Sep; 26(9):28-32. PubMed ID: 10138091
[No Abstract] [Full Text] [Related]
[Next] [New Search]