Printer Friendly
The Free Library
22,728,043 articles and books

The role of organizational climate in the implementation of Total Quality Management.

Total Quality Management (TQM (Total Quality Management) An organizational undertaking to improve the quality of manufacturing and service. It focuses on obtaining continuous feedback for making improvements and refining existing processes over the long term. See ISO 9000. ) provides a paradigm shift A dramatic change in methodology or practice. It often refers to a major change in thinking and planning, which ultimately changes the way projects are implemented. For example, accessing applications and data from the Web instead of from local servers is a paradigm shift. See paradigm.  in management philosophy for improving organizational effectiveness Organizational effectiveness is the concept of how effective an organization is in achieving the outcomes the organization intends to produce. The idea of organizational effectiveness is especially important for non-profit organizations as most people who donate money to non-profit  (Byrne, 1992; Gagne, 1983; Lowe and Masseo, 1986). TQM focuses the efforts of all members of the organization to continuously improve all organizational processes and increase value to customers, while relying upon a clear vision of the organization's purpose. This depends on the removal of barriers both within the organization and between the organization and its various stakeholders Stakeholders

All parties that have an interest, financial or otherwise, in a firm-stockholders, creditors, bondholders, employees, customers, management, the community, and the government.
. TQM has been embraced by thousands of organizations (Lawler and Mohrmon, 1992) as an important, new approach to management.

Despite its theoretical promise and the enthusiastic response to TQM, recent evidence suggests that attempts to implement it are often unsuccessful (Erickson, 1992; Fuchsberg, 1992; Kendrick, 1993). Wyatt, the human resources The fancy word for "people." The human resources department within an organization, years ago known as the "personnel department," manages the administrative aspects of the employees.  consulting company Noun 1. consulting company - a firm of experts providing professional advice to an organization for a fee
consulting firm

business firm, firm, house - the members of a business organization that owns or operates one or more establishments; "he worked for a
, surveyed 531 companies that had undergone restructuring in 1992. Only 41% of the 361 companies that started TQM programs as a part of restructuring considered them to have been effective (Fuchsberg, 1993). Similarly, a study by McKinsey & Co. revealed that, of TQM programs in place for more than two years, as many as two-thirds are considered failures by the employees (Doyle, 1992).

Researchers have most commonly attributed the failures of TQM implementation to deficiencies off (1) shared vision, (2) application planning, (3) organizational commitment In the study of organizational behavior and Industrial/Organizational Psychology, organizational commitment is, in a general sense, the employee's psychological attachment to the organization. , (4) training, (5) reward systems, (6) empowerment, or (7) cross-functional integration (Brown et al., 1994; Danjin and Cutcher-Gershenfeld, 1992; Doyle, 1992; Emery emery: see corundum.

Granular rock consisting of a mixture of the mineral corundum (aluminum oxide, Al2O3) and iron oxides such as magnetite (Fe3O4) or hematite (Fe2O3).
 and Summers, 1992; Gilbert, 1993). While these factors are, no doubt, crucial to internalizing TQM, a fundamental determinant determinant, a polynomial expression that is inherent in the entries of a square matrix. The size n of the square matrix, as determined from the number of entries in any row or column, is called the order of the determinant.  may underlie them - the need for a conducive con·du·cive  
Tending to cause or bring about; contributive: working conditions not conducive to productivity. See Synonyms at favorable.
 organizational climate The concept of organizational climate has been assessed by various authors, of which many of them published their own definition of organizational climate. Organizational climate, however, proves to be hard to define. . Though several studies (Bright and Cooper, 1993; Glover Glov´er

n. 1. One whose trade it is to make or sell gloves.
Glover's suture
a kind of stitch used in sewing up wounds, in which the thread is drawn alternately through each side from within outward.
, 1993; Morris, 1994; Westbrook, 1993) have discussed the importance of adopting a TQM-type culture (e.g., one that emphasizes "living for the customer"), none has empirically examined the effects of preimplementation climate factors on TQM implementation. This article explores the effects of several aspects of organizational climate on TQM applications.

Climate and TQM

Organizational climate is understood as an enduring characteristic of organizations that is reflected in the attitudes and descriptions employees make of the policies, practices and conditions that exist in the work environment (Schneider and Snyder, 1975). Further, climate can be considered as a "measure of whether people's expectations about what it should be like to work in an organization are being met" (Schwartz and Davis, 1981: 31). Climate can most accurately be understood as a manifestation man·i·fes·ta·tion
An indication of the existence, reality, or presence of something, especially an illness.

 of culture (Schein, 1985), although culture is typically defined as a deeper, less consciously held set of meanings (Reichers and Schneider, 1990). Accordingly, measures of climate show whether beliefs and expectations are being fulfilled ful·fill also ful·fil  
tr.v. ful·filled, ful·fill·ing, ful·fills also ful·fils
1. To bring into actuality; effect: fulfilled their promises.

, and may offer valuable insights to whether and how an organization's culture will accommodate change. Schwartz and Davis (1981) found that a climate incompatible with the intended change can offer a strong level of resistance and even derail de·rail  
intr. & tr.v. de·railed, de·rail·ing, de·rails
1. To run or cause to run off the rails.

 the most well planned change One of the foundational definitions in the field of organizational development (aka OD) is planned change:

“Organization Development is an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned
 process. We believe their findings apply to TQM implementations.

Though we could not locate empirical findings to delineate the effects of climate on TQM implementation, some authors have speculated about them. Harber, Burgess BURGESS. A magistrate of a borough; generally, the chief officer of the corporation, who performs, within the borough, the same kind of duties which a mayor does in a city. In England, the word is sometimes applied to all the inhabitants of a borough, who are called burgesses sometimes it  and Barclay (1993) asserted that TQM programs will be more successful if climate is modified and managed to elicit e·lic·it  
tr.v. e·lic·it·ed, e·lic·it·ing, e·lic·its
a. To bring or draw out (something latent); educe.

b. To arrive at (a truth, for example) by logic.

 employee commitment and satisfaction consistent with the values of TQM. Smith, Discenza and Piland (1993) argued that cultivating a climate for innovation is a useful TQM strategy. Though these assertions regarding the influences of climate on TQM lack empirical support, there is some evidence that climate is affected by TQM interventions. Harber, Burgess and Barclay (1993) found that TQM improved the climate for change, and had a beneficial effect on a wide range of employee perceptions of aspects of their organizations. Similarly, Counte, Gladon, Oleske and Hill (1992) found that participation in TQM was related to more favorable fa·vor·a·ble  
1. Advantageous; helpful: favorable winds.

2. Encouraging; propitious: a favorable diagnosis.

 perceptions of the organization's climate.

The change literature suggests that successful implementation of TQM depends on a work climate conducive to innovation (Smith et al, 1993; Zammuto and O'Connor, 1992), learning (Kim, 1989; Senge, 1990; Weber and Sorensen, 1993), and change (Glover, 1993; Townsend and Gebhardt, 1990). Such a climate provides the necessary framework or atmosphere within which the learning process is nurtured, enabling TQM to take hold, flourish, and feed upon itself. First, however, employees must sense a climate of trust before they can offer maximum commitment to TQM. A climate of trust permits employees to be sold on a project (Glover, 1993; Ouchi, 1981). These aspects of climate can be operationalized/measured through employee perceptions of an organization's supervision, goals and objectives, communication, interdepartmental in·ter·de·part·men·tal  
Involving or representing different departments, as of a business, an academic institution, or a government: "the petty interdepartmental squabbling that surrounds the making of . . .
 cooperation, training and development programs, reward systems, employee commitment, respect for employees and usage of employee skills (Litwin and Stringer string·er  
1. One that strings: a stringer of beads.

2. Architecture
a. A long heavy horizontal timber used as a support or connector.

b. A stringboard.
, 1968).

Based on this review of the literature, we propose that a positive climate is a necessary precondition pre·con·di·tion  
A condition that must exist or be established before something can occur or be considered; a prerequisite.

 to successful TQM implementation. As an exploratory effort to examine this proposition, we test the following hypothesis:

H1: Employee perceptions of organizational climate will be more favorable among employees within successful, as opposed to unsuccessful, TQM implementors.

Further, the literature suggests that any management interventions to enhance employee participation and continuous improvement (CI) will improve organizational climate (Lawler, 1994; Sullivan, 1992; Tenner and Detoro, 1992). As such, we examine a second hypothesis:

H2: Employee perceptions of their organizations will improve during TQM implementations.


To examine the hypotheses we performed a secondary analysis of data collected by the senior author's consulting firm Noun 1. consulting firm - a firm of experts providing professional advice to an organization for a fee
consulting company

business firm, firm, house - the members of a business organization that owns or operates one or more establishments; "he worked for a

Consulting Procedures

The senior author's consulting group assisted 13 U.S. defense contractors Noun 1. defense contractor - a contractor concerned with the development and manufacture of systems of defense
armed forces, armed services, military, military machine, war machine - the military forces of a nation; "their military is the largest in the region";
 in the aerospace industry in their TQM applications. Employees were surveyed for their perceptions about various aspects of work climate and their job satisfaction (see Table 1 for the climate items). A second identical survey was conducted, using the same employees, eight months after initial TQM implementation. Between the two surveys, the consultants guided the implementation of a TQM program consistent with the tenets of TQM pioneers Juran (1989), Deming (1986), Crosby (1984), and Ishikawa (1976). An evaluation of the success of the CI program and TQM sustainability was conducted approximately 18 months after initial implementation.

Research Procedures

The senior author obtained all data related to the aerospace consulting project. This study can be classified as a retrospective exploration because the data were not researcher-generated and they were gathered by the consulting group (but not analyzed an·a·lyze  
tr.v. an·a·lyzed, an·a·lyz·ing, an·a·lyz·es
1. To examine methodically by separating into parts and studying their interrelations.

2. Chemistry To make a chemical analysis of.

 for this article) in advance of the statement of our hypothesis.

The Sample

Survey respondents In the context of marketing research, a representative sample drawn from a larger population of people from whom information is collected and used to develop or confirm marketing strategy.  totaled 15,722 employees from the 13 organizations. The mean number of respondents from each company was 1,209, with a median of 942. The smallest number responding was 586, the largest, 2,815. It is estimated that at least 95 percent of all employees from each TQM site completed the survey. With the exception of senior managers, employees at all levels and from every department were surveyed.

The respondents' 13 companies contained a large number of corporate-level commonalities: industry type (aerospace); position in the value chain (subcontractor One who takes a portion of a contract from the principal contractor or from another subcontractor.

When an individual or a company is involved in a large-scale project, a contractor is often hired to see that the work is done.
); contractual mix (more than 50% government contracts, external monitoring); size (600-2,800 employees); hierarchical structure See hierarchical.  and span of supervisory control Supervisory control is a general term for control of many individual controllers or control loops, whether by a human or an automatic control system, although almost every real system is a combination of both.  (highly similar); competitive environment (highly similar); and no significant or traumatic events A traumatic event is an event that is or may be a cause of trauma. The term may refer to one of the followiong:
  • Traumatic event (physical), an event associated with a physical trauma
  • Traumatic event (psychological), an event associated with a psychological trauma
 occurred during the time period of the study (e.g., filing for Chapter 11 bankruptcy). In addition, there were a number of other similarities among the organizations. They had similar corporate strategies, financial status, technical systems, labor relations (all had union employees) and stages of product development. Management support for TQM was similar and all companies were using an identical implementation strategy that was led by the senior author.


The consulting firm provided survey results with which to assess a number of aspects of organizational climate. The survey questions were similar to well established climate measures suggested throughout the management literature (see Cook et al., 1981). Twelve of the questionnaire items (out of approximately 50 total) were relevant to work climate and readiness for TQM. The remaining 38 items gathered organization-specific information or individual-level demographic information.

For purposes of considering the hypothesis, we will report each of the 12 climate items separately. Individual-level raw data were not available to assess the psychometric psy·cho·met·rics  
n. (used with a sing. verb)
The branch of psychology that deals with the design, administration, and interpretation of quantitative tests for the measurement of psychological variables such as intelligence, aptitude, and
 properties of any possible groupings of items including reliability and validity analyses. The consulting firm had aggregated the results (at the company level) to indicate the percentages of employees who answered with a given response - "5" for "excellent" through "1" for "unsatisfactory." For example, we obtained the following preimplementation data on company number 1 for item 1, "How would you rate the commitment of your co-workers to the success of the company?" Zero percent rated it as "excellent," 13% "above average," 63% "average," 21% "below average," and 3% "unsatisfactory." This same rating scale was used by all respondents in each company in responding to all 12 climate-related items. As with item 1, employees were asked to rate the organization in terms of the climate attribute described in the item. The other 11 items, written in abbreviated form, are as follows: organization's respect for the individual, level of interdepartmental cooperation, quality of training and development, company's usage of employee skills, rewarding of good performance, quality of direct supervision, clarity. of company goals and objectives, willingness of employees to reveal problems, upward communication (i.e., company's willingness to listen and take action), fair application of organizational policies, and flow of information within the company (vertical and horizontal).

To determine whether a company "passed" or "failed" (our terms) to achieve a point of sustainability in its TQM efforts, the consultants evaluated each of seven areas on a 100 point scale: (1) top management support, (2) process management, (3) quality information, (4) product design, (5) human resources management, (6) supplier involvement, and (7) customer involvement. Similar to the Baldrige criteria (National Institute of Standards and Technology National Institute of Standards and Technology, governmental agency within the U.S. Dept. of Commerce with the mission of "working with industry to develop and apply technology, measurements, and standards" in the national interest. , 1991), these areas have been found by the consulting group to provide an excellent framework for assessing an organization's level of TQM. Within each of these areas, the raters judged the degree of continuous improvement, cross-functional integration, and employee involvement, as well as the quality of communication, training and development, and motivational systems, using a series of internally developed checklists. In turn, the consulting firm provided, for our research purposes, an overall judgement of whether a firm "passed" or "failed" the 18 month sustainability test.


To test the first hypothesis (H1), that employee perceptions of organizational climate will be more favorable in successful firms, chi-square tests chi-square test: see statistics.  of independence were conducted to determine whether the distributions of responses to each of the 12 work climate items were independent of company classification as a success or failure in TQM implementation. We also examined the distribution of responses to each item to compare successful implementations to unsuccessful ones. More positive climate perceptions were expected for successful implementers. To test the second hypothesis (H2), that climate perceptions improve following TQM implementation attempts, we conducted t-tests for paired observations. In other words Adv. 1. in other words - otherwise stated; "in other words, we are broke"
put differently
, t statistics t statistic, t distribution

the statistical distribution of the ratio of the sample mean to its sample standard deviation for a normal random variable with zero mean.
 were computed for each of the 12 climate items comparing "before" implementation and "after" implementation mean perceptions of climate.


Before reporting the results of the chi-square tests, it is noteworthy that the consultants graded seven of the 13 companies as having demonstrated the organizational capability to sustain TQM implementation ("successes"), while the remaining six required significant improvement in numerous areas ("failures"). Four of the six "failures" had abandoned TQM implementation efforts shortly before the 18th month of implementation.

Our first hypothesis (H1) was that prior to implementation, employee perceptions of organizational climate will be more favorable among employees within the successful, as posed to the unsuccessful, TQM implementation group. Table 1 contains the results of the chi-square tests, the first of two steps required to test the hypothesis. For each item, the chi-square statistic statistic,
n a value or number that describes a series of quantitative observations or measures; a value calculated from a sample.


a numerical value calculated from a number of observations in order to summarize them.
 was significant at (p [less than] .001) indicating that employee perceptions about each aspect of climate were related to the classification of the organizations as either successes or failures in TQM implementation. Table 2 contains the cell frequencies for one of the climate items, item three from Table 1. Item three, "the level of cooperation," was chosen because it generated typical values for chi-square. Obviously, the presentation of all cell values for each of the 12 items would be undesirable.

The second step of the analysis required closer examination of the distributions of responses across the 13 companies. Examination of the "actual" versus "expected" frequencies of responses indicated that successful implementors were rated more favorably fa·vor·a·ble  
1. Advantageous; helpful: favorable winds.

2. Encouraging; propitious: a favorable diagnosis.

 by employees on each item than were unsuccessful companies, providing a pattern consistent with the hypothesis. Given the limitations of the study design, these findings provide strong support for the hypothesis.
Table 1

Employee Assessments of Organizational Climate Factors and
Statistics from Chi-Square Tests of Independence.

Questionnaire Item                                  Chi-Square(*)

1. co-workers' level of commitment to success           4,169

2. organization's respect for the individual            2,183

3. level of interdepartmental cooperation               2,918

4. quality of training and development                  1,941

5. company's usage of employee skills                   2,075

6. rewarding of good performance                        3,907

7. quality of direct supervision                        4,691

8. clarity of company goals and objectives              1,440

9. willingness of employees to reveal problems          5,184

10. upward communication, i.e., company's               4,329
willingness to listen and take action

11. fair application of organizational policies         3,121

12. flow of information within the company              2,440
(vertical and horizontal)

* p [less than] .001, with 4 d.f. for all questions.

Figure I contains bar graphs that illustrate the data for twelve key aspects of organizational climate. It is noteworthy that the "successes" began TQM with mean levels above three or "average" (on the five-point scale), while "failures" started with climates perceived as "below average." This pattern was evident across 11 of the 12 items. Additionally, Figure I provides some graphic insight to the results of the second hypothesis (H2) that climate perceptions improve following TQM implementation attempts. The difference between pre- and post-implementation testing was significant across all 12 climate items at (p [less than] .001). This indicates that the aggregate perceptions within each organization improved during the initial phase of TQM implementation.

Discussion and Managerial Implications

We have begun to explore, using part of an existing database provided by the senior author's TQM consulting group, whether organizations' climate attributes relate to total quality management implementation. The findings suggest that an organization's climate plays a significant role in the sustainability of TQM implementations. The results also provide support for the findings of Harber et al. (1993) and Counte et al. (1992), who found that climate improved following TQM implementations.
Table 2

Frequency Table Used to Compute Chi-Square
Statistics for Item 3 from Table 1.

                        FAILED AT TQM        SUCCESSFUL AT TQM
Responses             Actual    Expected    Actual    Expected

Excellent               347        774       1,360       932
Above Average           940      1,951       3,360     2,349
Average               3,436      3,030       3,242     3,648
Below Average         1,847      1,077         528     1,297
Unsatisfactory          564        301          99       362

Note: Cell values represent the numbers of employees holding a
range of perceptions ("excellent" to "unsatisfactory") within
companies graded "successful" or "unsuccessful" at TQM
implementation. Perceptions were of the level of cooperation
within the organization.

Especially interesting are the strong findings for the learning-, change-, and innovation-related items: (1) employee commitment, (2) treating employees with respect, (3) level of interdepartmental cooperation, (4) quality of training and development, (5) company's use of employee skills, (6) rewarding good performance, (7) the quality of direct supervision (no doubt important, given supervisors' roles as trainers and facilitators) and (8) clarity of organizational goals and objectives. These results complement some of the organizational learning-related literature (e.g., Kim, 1989; Senge, 1990) and argue for the development of measures to capture the extent to which organizations and their members can and have adopted a norm for learning. Additionally, the findings support Weber and Sorensen's (1993) conclusion that the employee perceptions of internal training and development play a key role in initiating TQM efforts and sustaining them.

In order to successfully implement TQM, members of an organization must do an effective job of communicating about TQM and the changes it necessitates. Not surprising, therefore, are the large chi-square statistics for the communications-related and trust-related climate items: (9) company's willingness to reveal problems, (10) company's willingness to listen and take action, (11) fair application of policies, and (12) flow of information within the company. These findings support those of Hildebrandt (1988) who concluded from a study of 12 organizations adopting Flexible Manufacturing Systems Flexible manufacturing system

A factory or part of a factory made up of programmable machines and devices that can communicate with one another.
 (FMS FMS - Flexible Manufacturing System (factory automation). ) that learning behaviors are likely to occur only in "high-trust" organizations. Similarly, Walton (1989) noted that programs to change an organization's information technology can succeed only in an environment of high employee commitment and coordination.

Further, these climate attributes were at least one response level higher (i.e., one scale point higher) for the successful than the unsuccessful organizations, with initial mean response levels at 3.5 (average to above average). This one point response spread also carried over to the postimplementation results. The large disparity dis·par·i·ty  
n. pl. dis·par·i·ties
1. The condition or fact of being unequal, as in age, rank, or degree; difference: "narrow the economic disparities among regions and industries" 
 in employee perceptions seems to suggest the possibility of a "flashpoint," a point at which the organization possesses the capabilities or cultural readiness to accept change with a minimum of resistance. Also of interest was the rate/magnitude of improvement in employee perceptions between the first and second survey. Overall, the unsuccessful organizations had a larger change in perceptions, likely attributable to the statistical fact that they had the opportunity for a larger increase in response level. For both groups, the implementing principles of TQM appear to raise levels in the described attribute areas, as we found among the 13 firms. This implies that a persistent organization, one that began a TQM program below the "flash-point" level, might eventually cross the threshold as the continuous improvement aspect of TQM enhances climatological cli·ma·tol·o·gy  
The meteorological study of climates and their phenomena.


Future research should contain longitudinal lon·gi·tu·di·nal
Running in the direction of the long axis of the body or any of its parts.
 designs to detect whether TQM successes are lasting or transitory TRANSITORY. That which lasts but a short time, as transitory facts that which may be laid in different places, as a transitory action. . It is the hope of TQM proponents that the "continuous improvement" and "employee participation" features will insure that TQM will be self-renewing, and avoid the staleness following other developmental interventions.

Future research also needs to examine additional industries using different research designs. More sophisticated measures and designs are called for, as are measures to assess the degree of success of TQM implementations. Postintervention data on organizational effectiveness, as well as follow-up interviews with employees on the climate survey items, would also be useful. We were able to achieve relatively good control over a number of variables that might have determined success or failure. This control was possible because of the homogeneity Homogeneity

The degree to which items are similar.
 of the sample of companies. Validity was also enhanced by the large number of respondents, 15,722 from 13 different organizations. Although the 18 month evaluation point for judging "success/failure" may be considered premature, it did provide an opportunity to draw conclusions from the early stages of TQM implementation. The fact that four of six unsuccessful firms dropped their TQM programs within 18 months suggests that it was an appropriate time span.

Despite these empirical limitations, the findings support and complement earlier research on cultural readiness for TQM. Further, we believe this study provides an important first step in determining the degree to which organizations must possess, prior to implementation, a climate necessary to the success or failure of TQM. Until recently, proponents of TQM have tended to extol ex·tol also ex·toll  
tr.v. ex·tolled also ex·tolled, ex·tol·ling also ex·toll·ing, ex·tols also ex·tolls
To praise highly; exalt. See Synonyms at praise.
 its virtues, without cautioning that certain organizations may not possess optimum climates for implementation. While our findings reinforce the notion that merely implementing TQM can improve climate, organizations with initially poor climates run a high risk of frustration and eventual failure because of the time and hard work needed to internalize internalize

To send a customer order from a brokerage firm to the firm's own specialist or market maker. Internalizing an order allows a broker to share in the profit (spread between the bid and ask) of executing the order.
 TQM. Thus, interventions to improve climate may be needed before implementing TQM in order to increase the likelihood of success.

These findings recommend a cautionary approach by organizations considering TQM. The use of an employee climate survey is a wise reconnaissance tool for assessing preimplementation perceptions. Additionally, the results suggest the need for pre-TQM interventions such as team building, problem-solving seminars, and enhanced cross-functional integration (Emery and Summers, 1995) to insure high levels of attributes commonly associated with learning, change, and innovation. Climate is also, to a large degree, a manifestation of human resource management policies. As such, it makes sense to examine and change some human resource policies prior to implementing TQM. One change is from traditional performance appraisal Performance appraisal, also known as employee appraisal, is a method by which the performance of an employee is evaluated (generally in terms of quality, quantity, cost and time).  to a performance management system that encourages employees' skill development and learning, perhaps in conjunction with a skill-based pay system (Gomez-Mejia and Welbourne, 1988). Another potentially useful human resource activity to instill in·still
To pour in drop by drop.

instil·lation n.
 TQM is strategic job analysis (Schneider and Konz, 1989). It can orient o·ri·ent
1. To locate or place in a particular relation to the points of the compass.

2. To align or position with respect to a point or system of reference.

 employees toward development and learning for the future, including learning about TQM. Preimplementation interventions such as these should create the climate necessary for TQM sustainability.


Bright, K., and C.L. Cooper. 1993. "Organizational Culture This article or section is written like an .
Please help [ rewrite this article] from a neutral point of view.
Mark blatant advertising for , using .
 and the Management of Quality." Journal of Managerial Psychology Managerial Psychology is one course or subdiscipline of Psychology or Management, focusing the understanding the psychological insight for the managers. See also
  • Organizational studies
  • Kurt Lewin
  • Abraham Maslow
  • Frederick Winslow Taylor
 8 (6): 21-27.

Brown, M.G., D.E. Hitchcock, and M.L. Willard. 1994. "Why TQM Fails and What to do About it." Small Business Reports 19 (7): 58-60.

Byrne, J.A. 1992. "Management's New Gurus." Business Week (August 4): 44-52.

Cook, J.D., S.J. Hepworth, T.D. Wall, and P.D. Wart. 1981. The Experience of Work. New York New York, state, United States
New York, Middle Atlantic state of the United States. It is bordered by Vermont, Massachusetts, Connecticut, and the Atlantic Ocean (E), New Jersey and Pennsylvania (S), Lakes Erie and Ontario and the Canadian province of
: Academic Press.

Counte, M.A., G.L. Glandon, D.M. Oleske, and J.P. Hill. 1992. "Total Quality Management in a Health Care Organization: How are Employees Affected?" Hospital & Health Services health services Managed care The benefits covered under a health contract  Administration 37 (4): 503-517.

Crosby, P.B. 1984. Quality without Tears. New York: McGraw-Hill

Danjin, D., and J. Cutcher-Gershenfeld. 1992. "Will TQM go the Way of QWL QWL Quality of Work Life
QWL Quality of Working Life
QWL Quantum Well Laser
?" Journal for Quality & Participation 15 (4): 94-97.

Deming, W.E. 1986. Out of the Crisis. Cambridge, MA: MIT MIT - Massachusetts Institute of Technology  Press.

Doyle, K. 1992. "Who's Killing Total Quality?" Incentive 166 (8): 12-19.

Emery, C.R., and T.P. Summers. 1992. "Using the Philosophy of Mary Parker Follett to Interpret and Address Problems and Failures in Implementation of Continuous Improvement Processes." Paper presented at the National Meeting of the Academy of Management, Las Vegas Las Vegas (läs vā`gəs), city (1990 pop. 258,295), seat of Clark co., S Nev.; inc. 1911. It is the largest city in Nevada and the center of one of the fastest-growing urban areas in the United States. .

-----, and ----- 1995. "Dynamic Stringing: A Structure for Continuous Improvement." Paper presented at the National Meeting of the Academy of Management, Vancouver, Canada.

Erickson, T.J. 1992. "Beyond TQM: Creating the High Performance Business." Management Review 5: 58-60.

Fuchsberg, G. 1992. "Total Quality is Termed Only Partial Success." The Wall Street Journal (October 1): B1.

-----. 1993. "Why Shake-ups Work for Some, Not for Others." The Wall Street Journal (October 1): B1.

Gagne, J. 1983. "America's Quality Coaches." CPI (1) (Characters Per Inch) The measurement of the density of characters per inch on tape or paper. A printer's CPI button switches character pitch.

(2) (Counts Per I
 Purchasing (May): 27-45.

Gilbert, G.R. 1993. "Employee Empowerment: Flaws and Practical Approaches." Public Manager 22 (3): 45-48.

Glover, J. 1993. "Achieving the Organizational Change Necessary for Successful TQM." International Journal of Quality & Reliability Management 10 (6): 47-64.

Gomez-Mejia, L., and T. Welbourne. 1988. "Compensation Strategy: An Overview and Future Steps." Human Resource Planning Resource planning may refer to:
  • Enterprise resource planning (ERP)
  • Manufacturing resource planning (MRP and MRPII)
  • Distribution Resource Planning (DRP)
  • Human resources (HR)
 11: 173-190.

Harber, D., K. Burgess, and D. Barclay. 1993. "Total Quality Management as a Cultural Intervention: An Integrative Review." International Journal of Quality & Reliability Management 10 (6): 17-27.

Hildebrandt, E. 1988. "Work, Participation and Co-determination in Computer-based Manufacturing." In New Technology and the Labour Process. Eds. D. Knight and H. Willmott. London: Macmillan.

Ishikawa, K. 1976. Guide to Quality Control. Tokyo: Asian Productivity Organization.

Juran, J.M. 1989. Juran on Leadership for Quality. New York: Free Press.

Kendrick, J.J. 1993. "TQM: Is it Forging Ahead or Falling Behind?" Quality 32 (5): 13.

Kim, D.H. 1989. "Toward Learning Organizations: Integrating Total Quality Control and Systems Thinking." Unpublished working paper No. 3037-89-BPS, Sloan School of Management, MIT.

Lawler, E.E. III. 1994. "Total Quality Management and Employee Involvement: Are They Compatible?" Academy of Management Executive 8 (1): 68-76.

-----, and S. Mohrmon. 1992. Employee Involvement and Total Quality Management: Practices and Results in Fortune 1000 Companies. San Francisco San Francisco (săn frănsĭs`kō), city (1990 pop. 723,959), coextensive with San Francisco co., W Calif., on the tip of a peninsula between the Pacific Ocean and San Francisco Bay, which are connected by the strait known as the Golden : Jossey-Bass.

Litwin, G.H., and R.A. Stringer Jr. 1968. Motivation and Organizational Climate. Boston: Division of Research, Graduate School of Business Administration, Harvard University Harvard University, mainly at Cambridge, Mass., including Harvard College, the oldest American college. Harvard College

Harvard College, originally for men, was founded in 1636 with a grant from the General Court of the Massachusetts Bay Colony.

Lowe, T., and J. Masseo. 1986. "Three Preachers, One Religion." Quality (September): 22-25.

Morris, L. 1994. "Organizational Culture and TQM Implementation." Training & Development 48 (4): 69-71.

National Institute of Standards and Technology. 1991. 1992 Award Criteria. Gaithersburg, MD: NIST (National Institute of Standards & Technology, Washington, DC, The standards-defining agency of the U.S. government, formerly the National Bureau of Standards. It is one of three agencies that fall under the Technology Administration ( .

Ouchi, W.G. 1981. Theory Z. Reading, MA: Addison-Wesley.

Reichers, A.E., and B. Schneider. 1990. "The Role of Climate and Culture in Productivity." In Organizational Climate and Culture. Ed. B. Schneider. San Francisco: Jossey-Bass.

Schein, E.H. 1985. Organizational Culture and Leadership. San Francisco: Jossey-Bass. Schneider, B., and R.A.

Schneider, B., and R.A. Snyder. 1975. "Some Relationships between Job Satisfaction and Organizational Climate." Journal of Applied Psychology Journal of Applied Psychology is a publication of the APA. It has a high impact factor for its field. It typically publishes high quality empirical papers.

 60: 318-328.

-----, and A. Konz. 1989. "Strategic Job Analysis." Human Resource Management 28: 51-63.

Schwartz, R., and S. Davis. 1981. "Matching Corporate Culture and Business Strategy." Organizational Dynamics 10: 30-48.

Senge, P. 1990. The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday.

Smith, H.L., R. Discenza, and N.F. Piland. 1993. "Reflections on Total Quality Management and Health Care Supervisors." Health Care Supervision 12(2): 32-45.

Sullivan, J.J. 1992. "Japanese Management Philosophies from the Vacuous to the Brilliant." California Management Review 34 (2): 66-87.

Tenner, A.R., and I.J. Detoro. 1992. Total Quality Management: Three Steps to Continuous Improvement. Reading, MA: Addison-Wesley.

Townsend, P.L., and J.E. Gebhardt. 1990. Commit to Quality. New York: John Wiley John Wiley may refer to:
  • John Wiley & Sons, publishing company
  • John C. Wiley, American ambassador
  • John D. Wiley, Chancellor of the University of Wisconsin-Madison
  • John M. Wiley (1846–1912), U.S.
 & Sons.

Walton, R.E. 1989. Up and Running: Integrating Information Technology and the Organization. Boston: Harvard Business School Harvard Business School, officially named the Harvard Business School: George F. Baker Foundation, and also known as HBS, is one of the graduate schools of Harvard University.  Press.

Weber, D.A., and P. Sorensen. 1993. "Organizational Culture and its Effect on Total Quality Management: An Empirical Study in the Implementation of TQM." Unpublished working paper, Department of Management, Illinois Benedictine College Beginnings
The predecessors for the modern university were Mount St. Scholastica College, an all-women's campus named for Benedict of Nursia's twin sister Scholastica, and St.

Westbrook, J.D. 1993. "Organizational Culture and its Relationship to TQM." Industrial Management (January/February): 1-3.

Zammuto, R.F., and E.J. O'Connor. 1992. "Gaining Advanced Manufacturing Technologies' Benefits: The Roles of Organizational Design and Culture." Academy of Management Journal 17: 701-728.
COPYRIGHT 1996 Pittsburg State University - Department of Economics
No portion of this article can be reproduced without the express written permission from the copyright holder.
Copyright 1996 Gale, Cengage Learning. All rights reserved.

 Reader Opinion




Article Details
Printer friendly Cite/link Email Feedback
Author:Emery, Charles R.; Summers, Timothy P.; Surak, John G.
Publication:Journal of Managerial Issues
Date:Dec 22, 1996
Previous Article:Organizational efforts to manage diversity: do they really work?
Next Article:Technological adoption in dynamic environments: the case of not-for-profit and for-profit hospitals.

Related Articles
Quality management in Japanese and American firms operating in the United States: a comparative study of styles and motivational beliefs.
Let's call it quality this time.
Focused management: a business-oriented approach to total quality management.
Implementing total quality management: the role of human resource management.
The view of quality: middle managers' perspectives.
Critical implementation issues in total quality management.
The Influence Of Organizational Structure On The Effectiveness Of TQM Programs.
TQM workforce factors and employee involvement: the pivotal role of teamwork.
Child care work environments: the relationship with learning environments.

Terms of use | Copyright © 2014 Farlex, Inc. | Feedback | For webmasters