Cameron's Model: The Four Approaches

Cameron 's Model (four approach combination)

The four-approach model developed by Cameron, 1980 by combining the four main approaches because none of these approaches considered as an ideal and single approach. The combination of the four approaches creates a new model to assess the organizational effectiveness of higher educational institutions:

 Goal approach: the effective organization able to achieve its goals.

 The system resource approach: the effective organization able to acquires its needed resources for its processes.

 Internal process approach: the effective organization able to satisfy its employee and increase their loyalty and commitment.

 The strategic constituency approach: the effective organization able to delight strategic

The redesign of processes in this crucial sector received a special care, because of its key role in contributing to the development of society, and to promote the better to keep up with renewable requirements that appear in human societies.

Quality in higher education is both a national and a global concern for academic leaders, practitioners, and researchers (O’Brien, 2009; Ashraf et al., 2014).

The total quality management is one of the most important waves that attracted considerable attention by leaders, managers, scholars, researchers, and academics as one of the Management concepts prevailing and desired in the contemporary period. This indicates the overall features and characteristics that relate to the service according to the needs of customers and has been described as the third revolutionary wave after the industrial revolution and the revolution in computers. It has emerged as a result of global competition intense among Japanese productivity organizations on one side the Europe and the US on the other hand, to obtain consumer

The existence of indicators that show the TQM feasibility increased its importance and increased the speed of its deployment. Total Quality Management (TQM) and Excellence concepts gained some attention in 1992 when the European Foundation for Quality Management (EFQM ) was created. After that, the vision has largely spread. In the meantime, most European countries have established their national quality awards (Voß & Zink, 2000). TQM witnessed rapid changes and technical, scientific developments as it becomes one of the most spread concepts in the global competition. Many assumptions appeared to develop a comprehensive definition, but these definitions reflect the views of the authors and their specialties, some of these definitions are as