Total quality management and the learning organization: a dialogue for change in construction

Abstract

Many construction organizations have misunderstood the reality that total quality management (TQM) based on continuous improvement requires a commitment to learning and that essentially it is the means to a learning organization. The paper argues that if the construction industry is to improve its performance and competitiveness, then there needs to be a cultural and behavioural shift in the mind-set of practitioners, academics and the professional institutions. Their focus should be on re-thinking their approaches to TQM so that learning becomes the norm. It is demonstrated that a relationship exists between the constructs of TQM, organizational learning, and the learning organization. Based on a review of existing literature, a conceptual model for a learning organization in construction is presented and discussed. The paper proposes some refinements to the concept of the learning organization, directed at clearly positioning the critical focus of learning at the organizational level in construction.Total Quality Management Organizational Learning Learning Organization Change,

Implementing sustainability in small and medium-sized construction firms

“…Senge (1990) introduced the concept of the learning organisation: fundamentally, organisations can only learn once there is collective individual learning. Learning processes of organisations are inherently different from those in individual learning as they are reflected in organisational culture (Love et al, 2000). Despite this, organisations themselves cannot learn per se (Love et al, 2000), as knowledge is bound within individuals making up the organisation.…”

“…Learning processes of organisations are inherently different from those in individual learning as they are reflected in organisational culture (Love et al, 2000). Despite this, organisations themselves cannot learn per se (Love et al, 2000), as knowledge is bound within individuals making up the organisation. It can thus be inferred that organisations must provide resources to their employees for supplementing knowledge, such as training programmes.…”

Study of Quality Management in Construction Projects

“…Dissanayaka, Kumaraswamy, Karim and Marosszeky (2001) stressed that the motivators behind the implementation of ISO 9000-certified quality systems for Hong Kong constructors appear to be to qualify for public works tenders, to meet clients'/customers' expectations and to improve the quality of work done. Love, Li, Irani and Faniran (2000) commented that ISO 9000 certification is not an option but rather a reality for construction companies that wish to retain and sustain their competitiveness in today's highly competitive markets. Liu (2003) stated that it is indicative that ISO 9000 has an impact on the contractors' attitude towards quality.…”

Work Environment and Organizational Learning as Key Drivers of Employee Productivity: Evidence from Higher Education Sector

“…Therefore, learning is very important for employee's development and the organization as a whole. Organizational learning can be viewed as a set of processes that lead to management and training practices, thus, it can be used for creating a learning organization (Love et al, 2000). Vasenska (2013) …”