Key factors predicting effectiveness of cultural change and improved productivity in implementing total quality management

Abstract

Fourteen companies who were winners of the Australia Quality Award between 1989 and 1993 were surveyed regarding the dynamics of the change processes, which led to their achievement of the awards. It was hypothesized that the organizations which won the award successfully managed the process of complex organizational change. The survey was designed to test various system models and change guidelines that deal with the dynamics of successful change. The authors examine relationships between the effectiveness of the various change processes covered in the questionnaire on the one hand and the perceived success of the total quality management (TQM) program on the other. This study is thus relevant to the question of the relative importance of the different factors which impact on the successful introduction of a TQM program in an organization. It was found that a number of factors were important for successful transformation to a quality culture and practice. Although clarity of vision, participation, cultural communications, and resource support were all important, the critical factor appeared to be active management support for the change.

Implementation of Total Quality Management and Its Effect on Organizational Performance of Manufacturing Industries Through Organizational Culture in South Sulawesi, Indonesia

“…TQM performance is determined by the change in organizational culture [52], in addition to other factors such as the expenses of money and time, the transformation of traditional management practices, and a strong desire to endure short-term losses for long-term profitability. Previous research [18] also have clarified the above ideas by stating that TQM is a transformational change. The implementation of TQM requires a shared mindset that emphasizes customer satisfaction, shared leadership, and getting it right first time.…”

“…It has been widely accepted that the TQM program is a long-term program, as it takes time and effort to implement organizational change. Organizational change is most needed is related to this cultural change [17,18,19].…”

Do they really coexist? An empirical analysis of a conjoint implementation of Quality Management System and High Performance Work System on organizational effectiveness

“…Top Management Commitment sets the operational norms of QMS, clearly communicated along the entire organizational structure [55,5,56]. A committed management at the top plays a pivotal role by developing a clear organization mission and policy to achieve continuous improvement, communication, and collaboration amongst the value chain hence promoting a quality culture throughout the organization [57]. It is always challenging to bring an effective change in any organization without creating an environment where workforce is willing to accept the change and have fair opportunities to come out with the ideas, beneficial for the organization as a whole [58,59].…”

Modelling a macro-ergonomics approach to work systems design: An analysis of organizational context

“…Seeking and analysing data from multiple key informants is a methodology consistent with other TQM studies (e.g. Abraham et al 1999) which re¯ected the need to capture responses from main functions in the organization (Dow et al 1999). Amongst the companies surveyed, 24% reported that they had implemented TQM for over 4 years, 32% for 1± 4 years, and 44% for ¹1 year.…”