An Empirical Investigation of the Channels that Facilitate a Total Quality Culture

Abstract

It is generally agreed that the culture of an organisation is a function of its values, beliefs and behavioural practices and that the influence of culture on an organisation is powerful and pervasive. There is also broad agreement that total quality management (TQM ) is a management paradigm that propagates certain values, behaviour and working methods. Moreover, that the successful introduction and practice of a total quality management approach requires close attention to, and more often than not modification of, organisational culture. Yet, culture is somewhat intangible, and regardless of the precise cultural aspirations, in order to change or maintain the desired culture an organisation needs a set of facilitating channels. These are mechanisms or necessary conditions that influence, mould and help sustain a desirable cultural orientation. This paper examines the channels that facilitate the development of a total quality culture based on the findings of an investigation of an international sample of organisations widely regarded as leading exponents of TQM.

Total Quality Management Practices on Employees’ Job Involvement in Nepalese Manufacturing Industry

“…Teamwork is a work arrangement that arguably has the capacity to enable cooperation and effective individual involvement and it represents a way of working (Gallear and Ghobadian, 2004). Teamwork includes identifying the needs of all groups and organizations involved in decision making, trying to find solutions that will benefit everyone involved, and sharing responsibility and credit (Ciampa, 1991).…”

The rhetoric and reality of Lean: a multiple case study

“…We also encourage research that builds on our results and test the external validity of our propositions. Following Gallear and Ghobadian (2004), we argue that the potential contribution of Lean may be lost if its theoretical and rhetorical foundation is not critically assessed and defined.…”

“…Many researchers have pointed to the gap that often exists between the rhetoric and reality of change initiatives (Zbaracki, 1998, Gallear and Ghobadian, 2004, Bendell, 2005, Venkateswarlu and Nilakant, 2005, Soltani et al, 2007, Green, 2012. Several studies have shown that there are considerable differences between Lean as practiced in reality compared to many descriptions in literature (Poksinska et al, 2010, Brännmark et al, 2012.…”

İşletmelerde Toplam Kalite Yönetim Uygulamalarının Başarısında Örgüt Kültürü Ve İkliminin Önemi: Kuramsal Bir Çerçeve

“…Mamafih aynı zamanda TKY, yorumlanan değerleri doğrultusunda bir işletmenin değerlerini değiştiren bir araçtır. Bir başka açıdan bakıldığında, TKY, faaliyetlerle desteklenen bir değerler setini içerir (Gallear ve Ghobadian, 2004:1045-1047. (Şekil 5) Deming'e göre, TKY, bir işletmede geleneksel yönetimden sürekli iyileştirme yönetim stiline doğru radikal bir kültürel değişime ihtiyaç duyan bir yönetim felsefesidir.…”