The study was undertaken to investigate
organizational readiness for change to a total quality
management (TQM) paradigm as the corporate-wide strategy
within a long-term care facility. The focus of the study
was on leadership values and organizational cultural
characteristics that could either accelerate or impede the
change process at The Public Hospital. structurally, the
~tudy included 'three distinct components. The first
component examined the management philosophy outlined by
Deming (1986) and his contemporary Juran (1989) in order
to determine what leadership values best support the new
Total Quality Management paradigm. Secondly, this
information was compared to present leadership values at
The Public Hospital with the purpose of identifying
opportunities for improvement within the organization's
current culture as the hospital moves toward the desired
TQM culture. The final component, a roadmap, was
developed to reflect the most appropriate direction for
organizational change at The Public Hospital
