Organisational Health: an account of the process of implementation of the 'Integrated Quality and Business Management' (IQBM) model into a catholic welfare agency
Swan, Dianne, Earles, Wendy, and Biro, Helga (2004) Organisational Health: an account of the process of implementation of the 'Integrated Quality and Business Management' (IQBM) model into a catholic welfare agency. In: Proceedings of ANZTSR Building Bridges and Strengthening Bonds Conference, pp. 1-16. From: ANZTSR Building Bridges and Strengthening Bonds Conference, 24-26 November 2004, Brisbane, QLD, Australia.
PDF (Published Version)
- Published Version
Restricted to Repository staff only
In 2002, Centacare Australia Ltd undertook to develop an integrated quality standards framework to direct and guide its future activities for application across its member organisations in Australia. The national and international benchmarks used were the International Organisation for Standardisation (ISO) Quality Management Standards - ISO 9001 and 9004. These standards and benchmarks were further developed as the Integrated Quality and Business Management (IQ-BM) model to assist the integration through delivering agencies, all within a system recognising the centrality of the mission of the Catholic Church. In January 2004, Centacare Cairns employed a project coordinator to support the agency in their planning and implementation of the IQ-BM across its multi-program, multi-site agency.
Three concepts were critical to this process: organisational health as a desired outcome, total quality management (TQM) as a conceptual approach, and action learning as a normalising process. This case study represents two key perspectives on the process and learning/s of the implementation of the IQ-BM from the commencement of the project in January, 2004: those of the Project Officer and the Executive Director. The process involved three critical moments: the identification of a methodology, the development of a local rating key (linked to a standards checklist developed at a national level for member agencies), and the recognition of the need for an independently facilitated strategic reflection. The key themes in the learning(s)related to organisational structure and power, methodology, the scope of change; the knowledge gaps; a combination of do-ability, capacity and readiness, planning itself; project centrality; and normalising the process of change.
From our own experiences and ongoing learning, in and through action; this account and reflection will provide knowledge/s to the third sector around a range of important factors for implementing successful and sustainable organisational change in the context of variables such as organisational readiness and culture, commitment and empowerment at all levels of the agency.
|Item Type:||Conference Item (Refereed Research Paper - E1)|
|Keywords:||church agency; non-profit; quality; welfare|
|Date Deposited:||05 Feb 2010 02:52|
|FoR Codes:||16 STUDIES IN HUMAN SOCIETY > 1607 Social Work > 160702 Counselling, Welfare and Community Services @ 100%|
|SEO Codes:||95 CULTURAL UNDERSTANDING > 9599 Other Cultural Understanding > 959999 Cultural Understanding not elsewhere classified @ 60%
94 LAW, POLITICS AND COMMUNITY SERVICES > 9402 Government and Politics > 940202 Electoral Systems @ 40%
Last 12 Months: 1