Principles of Total Quality Management and Their Application to Employee Assistance Programs:

Total quality management (TQM) has been thrust into the psyche of corporate America. TQM is not a new phenomena. Introduced in the early fifties to Japanese managers by an American management expert, it served to make Japan an international economic leader. U.S. companies have generally had little international competition. They now recognize he formidable challenge that quality based companies represent and are striving to replicate these successes. To do so will be to remain competitive. To discount the impact of TQM initiatives could spell economic disaster. Employee assistance program (EAP) management is modeled after American management principles. EAPs are also now having to compete for market share in ways for which they were never prepared. The TQM initiatives currently being implemented in many companies may be applied equally well to EAPs. This article presents an overview of the TQM principles formulated by W. Edwards Derning. The article also attempts to critically analyze some of the areas that have been problematic in EAP management. Further, it examines how TQM initiatives could serve to ameliorate some of these problems and lend additional impetus to the competitiveness of employee assistance programs with other behavioral health care service delivery and cost management programs.     

Exploring the strategic potential of internal communication in international non-governmental organisations

The role and importance of international non-governmental organisations (INGOs) has increased with globalization and the growth of global institutions. Despite this growth, academic research into INGO management remains limited and, due to their unique characteristics, management theories developed for for-profit organisations cannot be applied as is to INGOs. Internal communication is a critical area of management that has been proven to have a major impact on an organisation's effectiveness, particularly when managed strategically. Therefore this article explores the strategic management of internal communication within the INGO context. This study synthesised the current literature on this topic and included five case studies to understand the current state of internal communication within INGOs. It was determined that INGOs do not manage internal communication strategically. However, there is evidence that the implementation of strategic internal communication could help INGOs address several of their challenges and have an impact on their overall effectiveness. This study is exploratory and further research to identify the process for strategic internal communication in INGOs is needed.     

Gendered Dimensions of the HIV Pandemic: A Cross‐National Investigation of Women's International Nongovernmental Organizations,Contraceptive Use,and HIV Prevalence in Less‐Developed Nations

The human immunodeficiency virus (HIV) pandemic has a profound impact on women as a result of social and biological vulnerabilities to the infection. In this article, we explore the influence of democracy, women's international nongovernmental organizations (INGOs), and contraceptive use on female HIV rates, using indirect‐effect modeling techniques to properly test the interrelationships among key variables. Structural equation models reveal that democracy and women's INGOs work to reduce female HIV rates indirectly, by promoting the use of contraceptives among women in less‐developed nations. Despite these promising findings, the analyses also reveal that INGOs are negatively associated with sociohealth dimensions of female empowerment, which thus serves to promote HIV rates. The results suggest that interventions undertaken by INGOs may not be as successful as government programs in addressing inequalities in health and social resources for women in poor nations.     

Negotiating Quality: Total Quality Management and the Complexities of Transforming Professional Organizations

During the past two decades organizations in many industries have introduced management-style changes, such as employee involvement (EI) and total quality management (TQM). In the health care sector, one change has been the inclusion of TQM into the accreditation process. Using ethnographic and interview data, this case study examines the process of introducing TQM into a professional organization—a hospital—and shows how successful implementation of such new management styles in professional organizations requires complex negotiations of existing formal and informal power relationships. Some employees and middle managers embraced the TQM philosophy and techniques and successfully influenced the implementation and project-team design. In this case, administrators used TQM as rhetoric and justification for increased bureaucratic control, goals that are distinctly at odds with the ideological objectives of TQM.     

Predicting Variation in Funding for International Nongovernmental Organizations Following Three External Events

This article analyzes the impact of a number of external events on major funding streams for U.S.‐based international nongovernmental organizations (INGOs) to inform government and organizational policy relevant to INGO managers. The first years of the twenty‐first century saw three events that influenced INGO financing: the 2001 economic downturn, the shift in U.S. foreign policy following the terrorist attacks of September 11, 2001, and the 2004 East Asian tsunami. Drawing on data from the National Center for Charitable Statistics, this study provides large dataset analysis of the finances of U.S.‐based INGOs during the 2001–05 period. As predicted, the analysis finds that these outside events appeared to affect the different funding streams of INGOs in different ways, with variation seen across type of INGO program and geographic focus. These findings help inform policy for managers, funders, and policymakers in the U.S. international community.     

The Governance of International Nongovernmental Organizations: How Funding and Volunteer Involvement Affect Board Nomination Modes and Stakeholder Representation in International Nongovernmental Organizations

The governance of civil society organizations (CSOs) is a crucial determinant of organizational legitimacy, accountability, and performance. International nongovernmental organizations (INGOs) are a subtype of CSOs and have received a lot of attention as actors in global governance. Research suggests that INGOs can follow a membership model, where the board is elected by the membership, or a board-managed model, where the board is appointed to represent major stakeholders. Following resource dependency theory, we argue that the choice between these two models depends on the INGOs different sources of funding and the degree of volunteer involvement: As donors and volunteers provide important resources, they are in turn granted the right to nominate board members or to sit on the board. In our quantitative study we show that individual members, regional member organizations, and governmental donors hold a stronger position in the governance of INGOs than philanthropists, foundations and volunteers. Our results inform research on CSO governance by highlighting the relevance of board nomination modes and by showing how CSOs can incorporate stakeholders into their governance mechanisms.     

Transnational social work: using a wraparound model

In this article, we explore the wraparound approach of service delivery as a model for transnational social work. The wraparound model, used primarily within community‐based children's mental health services and child protection initiatives, has been effective when planning services for clients and their families with complicated needs, whose care has to be provided within a multiple provider context. Most social work is delivered nationally or internationally rather than trans‐nationally. In the article we outline how the model could be structured to meet the particular needs of transmigrants, including the involvement of NGOs and INGOs, and identify key obstacles and limitations.     

Multidimensional Assessment of Poverty Alleviation in a Developing Country: A Case Study on Economic Interventions

Donors increasingly expect international nongovernmental organizations (INGOs) to prove that the organizations' economic development interventions alleviate poverty. Currently, many INGOs search for new methods to meet this demand by focusing on the expectations of donors rather than those of beneficiaries. We analyze the benefit of qualitative, context‐specific methods and ask the question: What can an economic development intervention contribute to poverty alleviation from the perspective of the beneficiaries? In our case study, a negative economic valuation was not automatically a reason to evaluate the economic intervention as a failure. Assessment thus cannot be reduced to economic impacts. Also, qualitative approaches can add beneficiary‐oriented data in a context in which accountability mainly focuses on donors. This beneficiary orientation likely leads to better accountability negotiations with donors. Three hypotheses introduce these results.     

Globalization and state size in East Asia: How do international NGOs cushion the effect of trade?

How does globalization influence the size of the state? Many studies examine the effect of economic globalization or the impact of International NGOs (INGOs, hereafter) on state size but fail to acknowledge the interdependent and antagonistic associations between them. This paper addresses this gap by examining the interaction of trade and INGOs and identify how this interaction differs in democratic and nondemocratic countries. In drawing on panel data from 6 East Asian countries in the period 1971-2009, this paper finds that the negative impact of trade on state size can be alleviated by the engagement of INGOs, and INGOs’ effect is much stronger in democratic countries. In addition, health INGOs have a similar pro-state effect which is also stronger in democracies. This suggests that INGOs help cushion the negative consequences of trade by collaborating with domestic actors, which is more likely to occur in democratic settings.     

“We Actually Trust the Community:” Examining the Dynamics of a Nonprofit Funding Relationship in New Zealand

Funding relationships in nonprofit management are increasingly defined by a philosophy of rational management, characterized by measurement of outputs and benchmarking, which represents an audit culture system (Burnley, Matthews, & McKenzie, 2005). There is concern that these approaches are constantly undermining the mission of community service nonprofit organizations (Darcy, 2002). In this research, we analyzed the management of funding relationships by examining dynamics within a nonprofit funding relationship in New Zealand. Through focus groups we explored the relationship between 17 representatives from nonprofit organizations and four Board members of a funding Trust. The management of this funding relationship was characterized by an appreciation of the diverse nature of nonprofit organizations, a balance between trust and control, and communication. We suggest that elements of these dynamics could be incorporated into nonprofit funding relationships in order to challenge an over-reliance on audit culture systems, and to re-establish relationships characterized by interaction between nonprofit organizations and their funders. Finally, we call for future research in this area.     

International NGOs and National Regulation in an Age of Terrorism

This article examines the regulation of international non-governmental organizations (INGOs) in the United States, United Kingdom, Canada, Germany, and Japan to answer two questions. First, to what extent has the domestic institutional context facing INGOs changed following dramatic attacks by transnational terrorists on Western liberal democracies? Second, what effect has new counterterrorism legislation had on the organizational and strategic decisions of INGOs, and thus their locations and operations, since 2001? We argue that formal regulations on non-profits have changed less than expected, given widespread alarm about counterterrorism legislation in non-profit communities around the world. However, a new climate of uncertainty has hampered INGOs ability to adjust appropriately to their new institutional environment. Counterterrorism regulations have thus generated unintended consequences, including inefficiencies, redistribution of resources, and self-censorship that may outweigh the benefits for national security given the limited nature of much of the regulatory change.     

Total Quality Management in Contracted EAPs

Total Quality Management (TQM) is being implemented in many work organizations throughout the United States in an attempt to compete in a world market. Very few corporations possess the capacity in terms of resources, facilities and expertise to develop, and manufacture a product from inception to market without the use of outside resources. In many instances it is not economically desirable. As a result companies come to rely on a vast array of suppliers with the specific technology needed. Corporations committed to total quality management want suppliers who share the commitment. Employee assistance program vendors are one of these suppliers and as such have to meet the demands of client companies in the TQM arena. This article addresses one EAP vending firm's efforts towards implementing a TQM initiative within its own organization as a strategy to maintain a competitve market position as a supplier of EAP and behavioral health care services. Externally, the result has been to create a product differentiation when competing against other vendors. Internally it has resulted in the enhancement of a more cohesive and productive organization.     

The Unmaking of Management? Change and Continuity in British Management in the 1990s

In the late 1980s, a series of reports —notably, The Making of Managers by CharlesHandy-outlined a development path for management in theU.K. This was to be based on the development of aneducation and training base and the model set by leadingcorporations. A decade later, this paper reviews currenttrends in managerial work and employment against theexpectations of the late 1980s. In doing so, it distinguishes between the objectivecondition of British management and itsinstitutionalized meaning within wider British society.It argues that recent accounts of changes in managerialwork and employment have focused solely on incremental changes inthe empirical domain and have neglected importantdiscursive shifts in the way management is understoodand enacted within organizations. These shifts have been catalyzed by the emergence of a series oforganizational initiatives-first, Total QualityManagement (TQM) and, latterly, lean production andBusiness Process Reengineering (BPR)-which aim tosystematically deconstruct management by emphasizing workerempowerment, delayering, downsizing, and theredistribution of managerial functions. In short,initiatives such as these are contributing to theunmaking of management. Managerial groups aresubject to intensification and polarization, whilemanagerial practices are diffused throughout the workprocess.     

Federal Government EAPs and Total Quality Management:

In the federal government, total quality management (TQM) principles have been actively supported and encouraged since the Reagan administration. The EAP Consortium administered by Federal Occupational Health, a Division of the U.S. Public Health Service, Region IX, has had unique opportunities to implement total quality improvement principles. In an era of budget constraints and limited resources, it is a never ending dynamic process to achieve a better understanding of Federal agencies and to continually innovate EAP products and processes to remain customer focused. This article explores the challenges of satisfying customer needs and expectations by continuously working across the organization to improve external and internal processes.     

Trends in the Formation of Environmental Enforcement International Non-Governmental Organizations, 1950–2010

Recent research highlights the importance of non-governmental organizations in environmental enforcement. These studies largely describe the operations of enforcement organizations locally. The present study offers an alternative perspective by considering environmental enforcement by international non-governmental organizations (INGOs). We employ the treadmill of production thesis to investigate the formation of environmental enforcement INGOs between 1950 and 2010. Prais–Winsten estimation techniques are used to investigate whether the formation of environmental enforcement INGOs is correlated with the global ecological footprint, gross world product, and/or organization density. Results confirm that there is no correlation between the ecological footprint and INGO formation. There is, however, considerable evidence of an inverted-U association between density and founding (p?相似文献   

INGO Accountability Deficits: The Imperatives for Further Reform

Numerous attempts have been made to remedy the accountability deficits of international non-governmental organisations (INGOs). The ‘first wave’ of accountability reforms was largely driven by powerful stakeholders such as donors and governments. An accountability culture subsequently emerged that reflected the preferences of these agents, rather than the responsibility of the INGO to abide by its mission. The ‘second wave’ of reforms acknowledged that INGOs incur a broad range of accountability responsibilities to beneficiaries, members, staff, and peer organisations. These measures have not been sufficient to promote reflective practice driven by discourse with those closest to the mission. It is argued that there is a need for a ‘third wave’ of accountability reforms, which reinforces the responsibilities of INGOs towards the communities that they purport to serve. INGOs should embrace a critically reflective accountability culture that addresses ways in which communication with their so-called ‘beneficiaries’ is distorted by unequal power relations.

Se han hecho numerosos intentos para remediar los déficits en la rendición de cuentas de las organizaciones no gubernamentales internacionales (INGOs, por sus siglas en inglés). La ‘primera ola’ de reformas a la rendición de cuentas se habían manejado por protagonistas poderosos tales como donantes y gobiernos. Una cultura de rendición de cuentas surgió subsecuentemente, que reflejaba las preferencias de estos agentes, en vez de la responsabilidad de la INGO de atenerse a su misión. La ‘segunda ola’ de reformas reconoce que los INGOs incurren en un rango amplio de responsabilidades de rendición de cuentas a los beneficiarios, miembros, personal y organizaciones paralelas. Estas medidas no han sido suficientes para promover una práctica reflexiva impulsada por discusiones con aquellos más cercanos a la misión. Se sostiene que hay una necesidad por una ‘tercera ola’ de reformas de rendición de cuentas, que refuerza las responsabilidades de los INGOs hacia las comunidades a las que pretenden servir. Los INGOs deberían abarcar una cultura de rendición de cuentas críticamente reflexiva que trata maneras en las que la comunicación con sus así llamados ‘beneficiarios’ está distorsionada por las relaciones de poderes desiguales.

人们进行了多种努力以图弥补国际非政府组织（INGOs）的责任赤字。责任改革的“第一次浪潮”主要由权力很大的诸如捐助者和政府等各种利害攸关方所驱动。随之兴起的责任文化反映了这些机构的偏好,却不是国际非政府组织遵命的责任。改革的“第二次浪潮”承认,对受益人、成员、工作人员和同行组织,INGOs 招致广泛的责任。这些措施尚不足以促进那些由最接近使命的话语所驱动的反思实践。有人主张“第三次浪潮”责任改革的必要性,此种改革可以加强INGOs针对他们声称服务的各种社区的责任。INGOs 应该乐意接受批评性反思的责任文化。这种文化致力于各种方式与方法。而在这些方式方法中,与所谓的“受益者”进行的沟通因不平等的权力关系而扭曲。

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Были предприняты многочисленные попытки исправить дефицит ответственности международных неправительственных организаций (МНПО). “Первую волну” реформ ответственности в основном вели влиятельные заинтересованные лица, такие как дарители и правительства. Культура ответственности впоследствии появилась, отражая предпочтения этих агентов, а не обязанность МНПО соблюдать свою миссию. “Вторая волна” реформ показала, что МНПО несет широкий диапазон обязанностей и ответственности перед бенефициариями, персоналом и аналогичными организациями. Эти меры не были достаточны, чтобы продвинуть рефлексивную практику, которая обусловлена дискурсом с самыми близкими к миссии. Утверждается, что есть потребность в “третьей волне” реформ ответственности, которая укрепит обязанности МНПО перед сообществами, которым они призваны служить. МНПО должны критически охватить рефлексивную культуру ответственности, которая обращается к способам, где коммуникация с так называемыми “бенефициантами” искажена неравным соотношением сил.     

Power,capital, and immigration detention rights: making networked markets in global detention governance at UNHCR

With the expanded use of immigration detention and migration management practices worldwide, detention has emerged as a key issue for United Nations and international human rights institutions. A growing international rights movement seeks to make the practice fairer and more humane, leading to the dominance of a mainstream detention rights agenda and counter‐hegemonic system of governance. Drawing on ethnographic fieldwork conducted in Geneva and elsewhere, this article examines the capital, knowledge, and technological expertise that went into the construction of UNHCR's Global Detention Strategy. I highlight the rational calculation undergirding this global detention rights agenda, including the transnational policy networks of NGOs, INGOs, and academics that facilitate the movement's moral authority and capitalist growth. Their practices have become powerful neoliberal development tools, which give veracity to human rights agendas and attract oppositionally‐figured abolitionist praxis.     

Cultural and Organizational Considerations of TQM

Total Quality Management has been a driving force in Japanese business and industry for four decades and has demonstrated considerable success. U.S. corporations are now embracing the concept. There are significant organizational and cultural diferences between the two countries that must be taken into account however. Some of these differences are significant and will require flexibility and innovation on he part of U.S. firms if they are to realize the full benefit of TQM initiatives as has been the case with Japanese companies. There are also cultural differences that are so far removed from the U.S. experience that we may discover in a final analysis that the TQM model in the U.S. will not be the same as that developed by the Japanese.     

国际非政府组织与非传统安全

由于非传统安全主要关注非国家的非军事、非政治领域的问题,一直面临着"谁来维护非传统安全"的主体缺失困境。国家虽是国际社会的首要行为体,但并不适合作为非传统安全的首要维护主体。政府间国际组织也无法避免类似问题。在这种情况下,国际非政府组织作为一种基于公民自愿的跨国组合,以其公益性、软性治理等特征,体现出其作为非传统安全"天然促进者"的角色,但其在能力、效力、合法性方面的缺陷显而易见,未能充分担任起促进非传统安全的主体角色,不能因此否定国家在维护非传统安全方面所起的作用。只有通过安全治理框架,协同发挥非政府组织与国家、政府间国际组织的作用,才能更好地维护非传统安全。     

Gramsci, Hegemony, and Global Civil Society Networks

This study offers a first empirical test at a truly global level of two contradictory models of global civil society in the global governance system that are put forth by neo-Gramscian thought. The first model posits that global civil society is coopted by hegemonic capitalist and political elites, and promotes hegemonic interests by distributing neoliberal values and providing a façade of opposition. The second model views global civil society as the infrastructure from which counter-hegemonic resistance, and ultimately a counter-hegemonic historic bloc will evolve and challenge neoliberal hegemony. The predictions that these two views make as to the structure of global civil society networks are tested through network analysis of a matrix of links between 10,001 international NGOs in a purposive sample of INGOs extracted from the database of the Union of International Associations. The findings provide partial support to the predictions of both models, and lead to the conclusion that at present global civil society is in a transitional phase, but that the current infrastructure provided by the global INGOs network is conducive to the development of a counter-hegemonic historic bloc in the future, providing the northern bias in network is decreased. Strategic steps needed to achieve this are presented.