Ambush along the TQM Trail

Abstract

In order to deal with increasingly dynamic environments, organizations are rethinking the structure of their management systems. The recent literature suggests that, to a greater extent than before, new paradigms of management are being considered as alternatives to traditional forms of organization. One such transformational entity is total quality management (TQM). Statistical process controls, customer satisfaction and a culture supportive of change represent the underlying framework of the TQM system. There are numerous reports of organizations which have successfully made the transition to first‐time quality. On the other hand, many organizations struggle with change. The author spent a nine‐month sabbatical as a change agent in an organization attempting to incorporate TQM. He describes his role in the change programme, discusses the history of the organization, provides a summary of the TQM intervention, and, based on his observations, offers a critical analysis of the reasons that hindered the organization’s ability to implement TQM. Finally, intervention strategies to consider when dealing with adversity are discussed.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 12 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.