This document discusses two competing views on the relationship between total quality management (TQM) practices and organizational culture. The unitarist view argues that TQM is associated with a single, homogeneous culture. The pluralist view argues that TQM is multidimensional and associated with different types of cultures. The purpose of the study is to empirically examine the validity of these two views. It reviews literature on TQM practices, organizational culture, and the competing views on their relationship. The study aims to explore which types of cultures are associated with different elements of TQM practices.
Improving leadership in higher education institutionsmejastudy
Improving leadership in Higher Education institutions:
a distributed perspective
Jitse D. J. van Ameijde Æ Patrick C. Nelson Æ Jon Billsberry Æ
Nathalie van Meurs
A Comparative Analysis of Organizational Structure and Effectiveness between ...inventionjournals
The nature of services in institutions of higher learning requires that all stakeholders play
positive roles in the sustainability of the institution’s survival and effectiveness in giving quality teaching,
research and learning. Structure and processes are core requirements for understanding organizational
effectiveness. The actual scenario in the field, however, raises concerns as to whether cases of pending work,
inefficiency, conflicts among others can be arrested by having proper structures and processes. The purpose of
the study was to assess the effect of organizational structure on organizational effectiveness, in public and
private universities in Kenya, using the case of Moi University and University of East Africa (UEA)-Baraton.
Based on the study, this paper undertakes a comparative analyisis of organizational structure and
organizational effectiveness between UEA-Baraton and Moi University and the extent to which the nature of
formalization and level of horizontal integration are antecedents to level of communication and locus of
decision-making. The study utilized a cross-sectional survey design that was descripto-explanatory in nature to
identify attributes of the study population using a small sample of individuals. Independent samples t-test was
used to test whether there was any significant difference in organizational structure and organizational
effectiveness between public and private universities. Further, the study used hierarchical regression analysis to
test the hypotheses. Based on the sample of 365 participants (300 from Moi University and 65 from UEABaraton),
the independent samples t-test confirmed that there were significant differences in organizational
structure and organizational effectiveness between public and private universities. The regression results
indicated that the locus of decision-making had positive and significant effects on productivity, stability,
resource acquisition and human resource satisfaction and development. The results highlight the need to
improve organizational structure which has positive impacts on organizational effectiveness under the
moderation of organizational processes. This move is necessitated by the accelerated pace of business
complexity today.
Antecedents of Organizational Commitment of Lecturer in South Sumaterainventionjournals
Theoretically it was predicted that leadership style and organizational culture have partially and simultaneously affected employees commitment to organization. Fwthermore, those factors i.e. leadership style, organizational culture and organizational commitment have impact on lecture performance, this research was conducted at Palembang, South Sumatera. This research was conducted by using descriptive quantitative approach with questionnaire as the data gathering instrument. In addition to that explanatory approach was carried out to get a deeper insight on the research phenomenon 325 samples was collected from 5 (five) participating universitir in South Sumatera, Palembang. Data analysis was carried out by using Structural Equation Modelling (SEM). The research found that all independent variables have a significant effect on dependent variables both partially and simultaneously. Simultaneously it was found that leadership style and organizational culture affected organizational commitment by R2 = 0.77 with the most significant factor was on organizational communication. This result shows that there are still 43% of other factors that affected on organizational commitment. The next result was also gathered simultaneously which is the effect of leadership style, organizational culture and organizational commitment on employees ’performance with R2 = 0.79 with the most significant factor was on organizational commitment. This result shows that there are still 51% of other factors thataffected on employees 'performance that needs to be looked into in further research.
Understanding Quality Culture (award winning paper) by Ulf-Daniel EhlersUlf-Daniel Ehlers
The paper aims at developing a holistic understanding of quality in higher education which reveals the current debates about accreditation or quality process standards as insufficient, and proposes an enhanced model for quality culture in educational or-ganisations.
This document provides a critical review of Kurt Lewin's change model and its three stages of unfreezing, movement, and refreezing. It discusses how knowledge sharing, employee involvement, and leadership style affect organizational change processes at different stages. Specifically, it examines how knowledge sharing can help implement change, how involving employees in change discussions and decisions can increase acceptance of change, and how leadership approaches like transparency and encouragement can guide an organization through the change process. The review has implications for both theory and practice in managing organizational change.
Leadership Functions And Organizational Learning In Tecnalia Javier RuizJavier Ruiz
This document discusses organizational learning and leadership styles in research and technology organizations (RTOs) using a case study of Tecnalia, a merged RTO in Spain. It analyzes organizational learning processes and complexity leadership functions at both the strategic level of the merger and the operational level of two multidisciplinary R&D projects. Three propositions are developed: 1) adaptive leadership facilitates knowledge exploration in R&D projects through intuition and interpretation, 2) enabling leadership enables knowledge integration and exploitation, and 3) administrative leadership institutionalizes learning from the merger process. Qualitative research methods were used to study the levels including interviews and project documentation analysis.
The document summarizes a research study on performance management in state universities in Cameroon from an administrator's perspective. The study aimed to understand how administrators perceive the purpose and effectiveness of performance management systems. It found that administrators found the meaning and purposes of performance management to be ambiguous. They perceived the various processes within the system as fragmenting and confusing in achieving intended outcomes. Additionally, the lack of dedicated academics to manage the process compounded concerns about the system.
Improving leadership in higher education institutionsmejastudy
Improving leadership in Higher Education institutions:
a distributed perspective
Jitse D. J. van Ameijde Æ Patrick C. Nelson Æ Jon Billsberry Æ
Nathalie van Meurs
A Comparative Analysis of Organizational Structure and Effectiveness between ...inventionjournals
The nature of services in institutions of higher learning requires that all stakeholders play
positive roles in the sustainability of the institution’s survival and effectiveness in giving quality teaching,
research and learning. Structure and processes are core requirements for understanding organizational
effectiveness. The actual scenario in the field, however, raises concerns as to whether cases of pending work,
inefficiency, conflicts among others can be arrested by having proper structures and processes. The purpose of
the study was to assess the effect of organizational structure on organizational effectiveness, in public and
private universities in Kenya, using the case of Moi University and University of East Africa (UEA)-Baraton.
Based on the study, this paper undertakes a comparative analyisis of organizational structure and
organizational effectiveness between UEA-Baraton and Moi University and the extent to which the nature of
formalization and level of horizontal integration are antecedents to level of communication and locus of
decision-making. The study utilized a cross-sectional survey design that was descripto-explanatory in nature to
identify attributes of the study population using a small sample of individuals. Independent samples t-test was
used to test whether there was any significant difference in organizational structure and organizational
effectiveness between public and private universities. Further, the study used hierarchical regression analysis to
test the hypotheses. Based on the sample of 365 participants (300 from Moi University and 65 from UEABaraton),
the independent samples t-test confirmed that there were significant differences in organizational
structure and organizational effectiveness between public and private universities. The regression results
indicated that the locus of decision-making had positive and significant effects on productivity, stability,
resource acquisition and human resource satisfaction and development. The results highlight the need to
improve organizational structure which has positive impacts on organizational effectiveness under the
moderation of organizational processes. This move is necessitated by the accelerated pace of business
complexity today.
Antecedents of Organizational Commitment of Lecturer in South Sumaterainventionjournals
Theoretically it was predicted that leadership style and organizational culture have partially and simultaneously affected employees commitment to organization. Fwthermore, those factors i.e. leadership style, organizational culture and organizational commitment have impact on lecture performance, this research was conducted at Palembang, South Sumatera. This research was conducted by using descriptive quantitative approach with questionnaire as the data gathering instrument. In addition to that explanatory approach was carried out to get a deeper insight on the research phenomenon 325 samples was collected from 5 (five) participating universitir in South Sumatera, Palembang. Data analysis was carried out by using Structural Equation Modelling (SEM). The research found that all independent variables have a significant effect on dependent variables both partially and simultaneously. Simultaneously it was found that leadership style and organizational culture affected organizational commitment by R2 = 0.77 with the most significant factor was on organizational communication. This result shows that there are still 43% of other factors that affected on organizational commitment. The next result was also gathered simultaneously which is the effect of leadership style, organizational culture and organizational commitment on employees ’performance with R2 = 0.79 with the most significant factor was on organizational commitment. This result shows that there are still 51% of other factors thataffected on employees 'performance that needs to be looked into in further research.
Understanding Quality Culture (award winning paper) by Ulf-Daniel EhlersUlf-Daniel Ehlers
The paper aims at developing a holistic understanding of quality in higher education which reveals the current debates about accreditation or quality process standards as insufficient, and proposes an enhanced model for quality culture in educational or-ganisations.
This document provides a critical review of Kurt Lewin's change model and its three stages of unfreezing, movement, and refreezing. It discusses how knowledge sharing, employee involvement, and leadership style affect organizational change processes at different stages. Specifically, it examines how knowledge sharing can help implement change, how involving employees in change discussions and decisions can increase acceptance of change, and how leadership approaches like transparency and encouragement can guide an organization through the change process. The review has implications for both theory and practice in managing organizational change.
Leadership Functions And Organizational Learning In Tecnalia Javier RuizJavier Ruiz
This document discusses organizational learning and leadership styles in research and technology organizations (RTOs) using a case study of Tecnalia, a merged RTO in Spain. It analyzes organizational learning processes and complexity leadership functions at both the strategic level of the merger and the operational level of two multidisciplinary R&D projects. Three propositions are developed: 1) adaptive leadership facilitates knowledge exploration in R&D projects through intuition and interpretation, 2) enabling leadership enables knowledge integration and exploitation, and 3) administrative leadership institutionalizes learning from the merger process. Qualitative research methods were used to study the levels including interviews and project documentation analysis.
The document summarizes a research study on performance management in state universities in Cameroon from an administrator's perspective. The study aimed to understand how administrators perceive the purpose and effectiveness of performance management systems. It found that administrators found the meaning and purposes of performance management to be ambiguous. They perceived the various processes within the system as fragmenting and confusing in achieving intended outcomes. Additionally, the lack of dedicated academics to manage the process compounded concerns about the system.
This document discusses six organizational change models: Evolutionary, Teleological, Social Cognition, Political, Cultural, and Life Cycle. For each model, it outlines the reasons for change according to the model, the outcomes of change, and the benefits of the model. The models view organizational change through different lenses such as environmental adaptation, planned change, sensemaking, power dynamics, cultural shifts, and progression through life stages. Overall, the models provide varied perspectives on why and how organizations change.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The foundations and future of organization development (od)Sandhya Johnson
This document discusses the foundations and future of organization development (OD). It begins by defining OD and outlining its key characteristics and values. The foundations section discusses the origins of OD, highlighting influences like Kurt Lewin's laboratory training. It also outlines a timeline of influential OD thinkers from the 1940s to current day and their contributions. The future directions section contrasts diagnostic and dialogic OD approaches and discusses how OD is evolving to take a more dialogic stance. It also outlines how OD can be mapped to different orders of organizations as they increase in complexity. In summary, the document provides an overview of the historical development of OD and perspectives on its future direction in aligning with increasingly complex organizational systems.
The document discusses factors for successful organizational change. It notes that change involves improvements to people, processes, and technology, and not just restructuring. It is important to focus on engaging people as they are key to productivity, culture, and operations. Leaders should practice transformational leadership by communicating a shared vision and mission to establish common values. They must also consider different perspectives, especially from lower levels, and promote people's professional growth to ensure broader involvement in the change process. Leaders also need to consider the external environment and integrate new energies to transform outputs.
A study on the relationship between leadership styles and leadership effectiv...Alexander Decker
This document summarizes a study on the relationship between leadership styles and leadership effectiveness in Malaysian government-linked companies (GLCs). It provides background on GLCs and leadership effectiveness. Leadership styles examined include transformational, transactional, and passive/avoidant styles. A survey was conducted of 325 leaders in GLCs using the Multifactor Leadership Questionnaire to assess relationships between styles and effectiveness. Results found transactional leadership was the most demonstrated style. Transformational and transactional styles positively correlated with effectiveness measures, while passive/avoidant styles negatively correlated or had low correlation.
The document discusses four models of organizational change: 1) Van de Ven and Poole's models of change, 2) Gioia and Chittipeddi's models of sense-making and sense-giving, 3) Dooley's complexity theory, and 4) Weick and Quinn's models of episodic and continuous change. It analyzes which of Caldwell's models of change agency (leadership, management, consultancy, team) each is most aligned with. It determines the team model provides the most agency to employees by allowing participation across levels, while the leadership model provides the least agency by centralizing change decisions with top management.
The document summarizes the history and development of Organization Development (OD) through four main trunks or stems: (1) laboratory training stem including T-groups and workshops, (2) survey research and feedback stem involving techniques like surveys, (3) action research stem being collaborative client-consultant inquiry, and (4) socio-technical and socio-clinical stem examining work groups and tasks. It then discusses areas of increased focus in second generation OD like organizational transformation, culture, learning organizations, teams, and visioning.
This document develops a conceptual framework and hypotheses about the relationships between organizational learning, perceptions of the external environment, and innovation performance at the individual and organizational levels. It reviews literature on organizational learning and innovation performance. The review indicates that organizational learning is positively related to perceptions of an uncertain/complex external environment and to innovation performance. However, the relationship between organizational learning and innovation performance lacks empirical evidence. The framework and hypotheses aim to address this gap by examining these relationships at both the individual and organizational levels.
History of Organizational Development - Organizational Change and Developmen...manumelwin
Kurt Lewin (1898–1947) is widely recognized as the founding father of OD, although he died before the concept became current in the mid-1950s.
From Lewin came the ideas of group dynamics and action research which underpin the basic OD process as well as providing its collaborative consultant/client ethos.
This document summarizes a study that investigated how young adults from three ethnic groups (Iban, Chinese, and Malay) in Sarawak, Malaysia perceive advertising. The study found that beliefs and attitudes toward advertising were largely similar across the three groups, except Chinese viewed social roles in advertising more negatively than Malays. Additionally, social image and materialism influenced Iban attitudes more, while falsity and pleasure influenced Chinese and Malay attitudes more, respectively. The study concluded managers should consider ethnic differences in how beliefs shape attitudes when designing advertising campaigns targeting young adults in Sarawak.
Organizational Alignmemt Case Study of Ministry Of Justice of Cape Verdeinventionjournals
This research has the purpose to investigate the organizational alignment through organizational culture, leader’s values, and the formal structures in the organization. The study was conducted in the Ministry of Justice in Cape Verde, and the instrument used to investigate organizational alignment is VOX Organizationis. Vox Organizationis is an instrument that provides a starting point for a holistic vision of the organization, and it enables exploration of the alignment level between organizational culture, leader’s values, organizational structure as well as organizational strategy. The instrument includes two types of questionnaires, one that is submitted to employees (measuring the organizational culture) and the other one submitted to leaders (measuring leader’s values and the formal aspect of organizational functioning). All the questions contained in the two questionnaires are measured on four dimension, decision-making and behavior, people versus task orientation, innovativeness and risk-taking, and open versus closed system. The results that obtained will show the correlation between organizational culture, Leader's values, and the formal aspect of the organizational functioning, and from that, we can see the organization's level of alignment.
This document summarizes a research study that examined the relationships between organizational innovations, internal sources of knowledge, and organizational performance in Tunisian companies. The study confirmed relationships between internal knowledge sources and organizational innovation, and between internal knowledge and organizational performance. However, the study did not find a relationship between organizational innovation and organizational performance. The study was based on a survey of 200 Tunisian companies from various sectors.
Literature review on youth leadership samplecocolatto
This document summarizes literature on facilitating professional leadership development in youth organizations, using Victoria University's Students Association (VUWSA) as a case study. It explores how professional leadership development concepts from workplace settings can be adapted for youth organizations. While leadership is often learned through experience, youth organizations face challenges in providing long-term leadership opportunities due to short leadership cycles. The document argues professional leadership development is possible in youth organizations and recommends VUWSA focus on staff leadership skills rather than just technical skills.
This literature review examines key performance indicators (KPIs) for adult and community education (ACE) organizations. It discusses the challenges of evaluating outcomes for ACE providers given their focus on both educational and social outcomes. It reviews management tools from industry, services, and education to identify an approach suitable for voluntary ACE providers. The balanced scorecard is discussed as a potential tool, but the review argues KPIs for voluntary ACE must focus on quality as an outcome and avoid interfering with volunteers' work. Further research is needed on measuring social outcomes and adapting evaluation methods for the ACE sector.
This document summarizes a research paper on the relationship between human resource management (HRM) practices and employee competence. It uses General Systems Theory to view an organization as a system with HRM as a subsystem. The paper hypothesizes that specific HRM practices (such as recruitment, training, compensation, and performance appraisal) will positively impact employee competence outcomes. It reviews relevant literature on HRM practices, competence, and General Systems Theory to develop a theoretical framework and hypotheses for how HRM practices can improve employee knowledge, skills, and attitudes.
2.[10 18]influencing organisational behaviour through the application of lear...Alexander Decker
This document discusses how organizational behavior can be influenced through the application of learning theories. It first defines key terms like organization, organizational behavior, and organizational learning. It then outlines several major factors that influence organizational behavior, including individual differences, organizational culture, information technology, organizational structure, and learning. The document argues that learning underpins organizational competitiveness and is essential for an organization's survival and success in changing business environments. It proposes that applying learning concepts can help build effective organizational learning.
Organization performance and leadership style issues in education servicesSYIKIN MARIA
This document summarizes a study that examined the relationship between leadership styles (transformational, transactional, laissez-faire) and organizational performance among academic leaders in Malaysian public universities. The study found a positive correlation between transformational leadership and organizational performance, as well as transactional leadership and organizational performance. Transformational leadership had a medium correlation while transactional leadership had a small correlation. The study concluded that transformational leadership was the most commonly practiced and effective style among academic leaders.
This document provides background information on a case study that explored how six high-technology firms in Taiwan implemented organizational learning as an organization development intervention strategy. The case study sought to understand how individuals, teams, and organizations learned during the OL process and the extent to which OL activities contributed to organizational performance. It provides theoretical frameworks on organization development and organizational learning and describes the research methods used, which included interviews, documentation review, and observations at the six firms.
Integration paper developmental psychology this assignment sersherni1
This document provides instructions for an integration paper assignment in developmental psychology. Students are asked to choose a topic related to human development and describe it from three perspectives: 1) a recent consumer-focused article on the topic, 2) a peer-reviewed journal article researching the topic, and 3) relevant developmental theories from the course textbook. Students must integrate information from these three sources and discuss any agreements or conflicts between them. The paper aims to encourage students to synthesize consumer, research, and theoretical information in the field of human development.
(1) Organization development (OD) is defined as a planned, organization-wide effort to increase effectiveness and health through interventions that change beliefs, attitudes, values, and structure. (2) OD draws on behavioral science and involves collaboration, long-term planning, systems thinking, and evidence-based change. (3) Key aspects of OD include addressing organization-wide issues, using change agents, taking action, emphasizing performance and learning, and having a humanistic, problem-solving orientation.
This document discusses six organizational change models: Evolutionary, Teleological, Social Cognition, Political, Cultural, and Life Cycle. For each model, it outlines the reasons for change according to the model, the outcomes of change, and the benefits of the model. The models view organizational change through different lenses such as environmental adaptation, planned change, sensemaking, power dynamics, cultural shifts, and progression through life stages. Overall, the models provide varied perspectives on why and how organizations change.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The foundations and future of organization development (od)Sandhya Johnson
This document discusses the foundations and future of organization development (OD). It begins by defining OD and outlining its key characteristics and values. The foundations section discusses the origins of OD, highlighting influences like Kurt Lewin's laboratory training. It also outlines a timeline of influential OD thinkers from the 1940s to current day and their contributions. The future directions section contrasts diagnostic and dialogic OD approaches and discusses how OD is evolving to take a more dialogic stance. It also outlines how OD can be mapped to different orders of organizations as they increase in complexity. In summary, the document provides an overview of the historical development of OD and perspectives on its future direction in aligning with increasingly complex organizational systems.
The document discusses factors for successful organizational change. It notes that change involves improvements to people, processes, and technology, and not just restructuring. It is important to focus on engaging people as they are key to productivity, culture, and operations. Leaders should practice transformational leadership by communicating a shared vision and mission to establish common values. They must also consider different perspectives, especially from lower levels, and promote people's professional growth to ensure broader involvement in the change process. Leaders also need to consider the external environment and integrate new energies to transform outputs.
A study on the relationship between leadership styles and leadership effectiv...Alexander Decker
This document summarizes a study on the relationship between leadership styles and leadership effectiveness in Malaysian government-linked companies (GLCs). It provides background on GLCs and leadership effectiveness. Leadership styles examined include transformational, transactional, and passive/avoidant styles. A survey was conducted of 325 leaders in GLCs using the Multifactor Leadership Questionnaire to assess relationships between styles and effectiveness. Results found transactional leadership was the most demonstrated style. Transformational and transactional styles positively correlated with effectiveness measures, while passive/avoidant styles negatively correlated or had low correlation.
The document discusses four models of organizational change: 1) Van de Ven and Poole's models of change, 2) Gioia and Chittipeddi's models of sense-making and sense-giving, 3) Dooley's complexity theory, and 4) Weick and Quinn's models of episodic and continuous change. It analyzes which of Caldwell's models of change agency (leadership, management, consultancy, team) each is most aligned with. It determines the team model provides the most agency to employees by allowing participation across levels, while the leadership model provides the least agency by centralizing change decisions with top management.
The document summarizes the history and development of Organization Development (OD) through four main trunks or stems: (1) laboratory training stem including T-groups and workshops, (2) survey research and feedback stem involving techniques like surveys, (3) action research stem being collaborative client-consultant inquiry, and (4) socio-technical and socio-clinical stem examining work groups and tasks. It then discusses areas of increased focus in second generation OD like organizational transformation, culture, learning organizations, teams, and visioning.
This document develops a conceptual framework and hypotheses about the relationships between organizational learning, perceptions of the external environment, and innovation performance at the individual and organizational levels. It reviews literature on organizational learning and innovation performance. The review indicates that organizational learning is positively related to perceptions of an uncertain/complex external environment and to innovation performance. However, the relationship between organizational learning and innovation performance lacks empirical evidence. The framework and hypotheses aim to address this gap by examining these relationships at both the individual and organizational levels.
History of Organizational Development - Organizational Change and Developmen...manumelwin
Kurt Lewin (1898–1947) is widely recognized as the founding father of OD, although he died before the concept became current in the mid-1950s.
From Lewin came the ideas of group dynamics and action research which underpin the basic OD process as well as providing its collaborative consultant/client ethos.
This document summarizes a study that investigated how young adults from three ethnic groups (Iban, Chinese, and Malay) in Sarawak, Malaysia perceive advertising. The study found that beliefs and attitudes toward advertising were largely similar across the three groups, except Chinese viewed social roles in advertising more negatively than Malays. Additionally, social image and materialism influenced Iban attitudes more, while falsity and pleasure influenced Chinese and Malay attitudes more, respectively. The study concluded managers should consider ethnic differences in how beliefs shape attitudes when designing advertising campaigns targeting young adults in Sarawak.
Organizational Alignmemt Case Study of Ministry Of Justice of Cape Verdeinventionjournals
This research has the purpose to investigate the organizational alignment through organizational culture, leader’s values, and the formal structures in the organization. The study was conducted in the Ministry of Justice in Cape Verde, and the instrument used to investigate organizational alignment is VOX Organizationis. Vox Organizationis is an instrument that provides a starting point for a holistic vision of the organization, and it enables exploration of the alignment level between organizational culture, leader’s values, organizational structure as well as organizational strategy. The instrument includes two types of questionnaires, one that is submitted to employees (measuring the organizational culture) and the other one submitted to leaders (measuring leader’s values and the formal aspect of organizational functioning). All the questions contained in the two questionnaires are measured on four dimension, decision-making and behavior, people versus task orientation, innovativeness and risk-taking, and open versus closed system. The results that obtained will show the correlation between organizational culture, Leader's values, and the formal aspect of the organizational functioning, and from that, we can see the organization's level of alignment.
This document summarizes a research study that examined the relationships between organizational innovations, internal sources of knowledge, and organizational performance in Tunisian companies. The study confirmed relationships between internal knowledge sources and organizational innovation, and between internal knowledge and organizational performance. However, the study did not find a relationship between organizational innovation and organizational performance. The study was based on a survey of 200 Tunisian companies from various sectors.
Literature review on youth leadership samplecocolatto
This document summarizes literature on facilitating professional leadership development in youth organizations, using Victoria University's Students Association (VUWSA) as a case study. It explores how professional leadership development concepts from workplace settings can be adapted for youth organizations. While leadership is often learned through experience, youth organizations face challenges in providing long-term leadership opportunities due to short leadership cycles. The document argues professional leadership development is possible in youth organizations and recommends VUWSA focus on staff leadership skills rather than just technical skills.
This literature review examines key performance indicators (KPIs) for adult and community education (ACE) organizations. It discusses the challenges of evaluating outcomes for ACE providers given their focus on both educational and social outcomes. It reviews management tools from industry, services, and education to identify an approach suitable for voluntary ACE providers. The balanced scorecard is discussed as a potential tool, but the review argues KPIs for voluntary ACE must focus on quality as an outcome and avoid interfering with volunteers' work. Further research is needed on measuring social outcomes and adapting evaluation methods for the ACE sector.
This document summarizes a research paper on the relationship between human resource management (HRM) practices and employee competence. It uses General Systems Theory to view an organization as a system with HRM as a subsystem. The paper hypothesizes that specific HRM practices (such as recruitment, training, compensation, and performance appraisal) will positively impact employee competence outcomes. It reviews relevant literature on HRM practices, competence, and General Systems Theory to develop a theoretical framework and hypotheses for how HRM practices can improve employee knowledge, skills, and attitudes.
2.[10 18]influencing organisational behaviour through the application of lear...Alexander Decker
This document discusses how organizational behavior can be influenced through the application of learning theories. It first defines key terms like organization, organizational behavior, and organizational learning. It then outlines several major factors that influence organizational behavior, including individual differences, organizational culture, information technology, organizational structure, and learning. The document argues that learning underpins organizational competitiveness and is essential for an organization's survival and success in changing business environments. It proposes that applying learning concepts can help build effective organizational learning.
Organization performance and leadership style issues in education servicesSYIKIN MARIA
This document summarizes a study that examined the relationship between leadership styles (transformational, transactional, laissez-faire) and organizational performance among academic leaders in Malaysian public universities. The study found a positive correlation between transformational leadership and organizational performance, as well as transactional leadership and organizational performance. Transformational leadership had a medium correlation while transactional leadership had a small correlation. The study concluded that transformational leadership was the most commonly practiced and effective style among academic leaders.
This document provides background information on a case study that explored how six high-technology firms in Taiwan implemented organizational learning as an organization development intervention strategy. The case study sought to understand how individuals, teams, and organizations learned during the OL process and the extent to which OL activities contributed to organizational performance. It provides theoretical frameworks on organization development and organizational learning and describes the research methods used, which included interviews, documentation review, and observations at the six firms.
Integration paper developmental psychology this assignment sersherni1
This document provides instructions for an integration paper assignment in developmental psychology. Students are asked to choose a topic related to human development and describe it from three perspectives: 1) a recent consumer-focused article on the topic, 2) a peer-reviewed journal article researching the topic, and 3) relevant developmental theories from the course textbook. Students must integrate information from these three sources and discuss any agreements or conflicts between them. The paper aims to encourage students to synthesize consumer, research, and theoretical information in the field of human development.
(1) Organization development (OD) is defined as a planned, organization-wide effort to increase effectiveness and health through interventions that change beliefs, attitudes, values, and structure. (2) OD draws on behavioral science and involves collaboration, long-term planning, systems thinking, and evidence-based change. (3) Key aspects of OD include addressing organization-wide issues, using change agents, taking action, emphasizing performance and learning, and having a humanistic, problem-solving orientation.
A study of total qualitymanagement and supply chainmanag.docxbartholomeocoombs
A study of total quality
management and supply chain
management practices
Faisal Talib
Mechanical Engineering Section, Faculty of Engineering and Technology,
University Polytechnic, Aligarh Muslim University, Aligarh, India
Zillur Rahman
Department of Management Studies, Indian Institute of Technology Roorkee,
Roorkee, India, and
M.N. Qureshi
Mechanical Engineering Department, Faculty of Technology and Engineering,
M.S. University of Baroda, Vadodara, India
Abstract
Purpose – The purpose of this paper is to present a set of total quality management (TQM) and
supply chain management (SCM) practices through an extensive literature review and to identify the
relationships among them by comparing the identified TQM and SCM practices.
Design/methodology/approach – An extensive overview of the practices of TQM and SCM is
carried out using published research papers and some major TQM and SCM practices were extracted.
These identified practices are then compared to explore the relationship between them for better
understanding and application.
Findings – The results reveal six major TQM and SCM practices from as many as 50 TQM practices
and 40 SCM practices. The paper further compares these practices and found that management
support and commitment, customer focus, and supplier partnership are the most common practices
found in both TQM and SCM literature, and have the strongest impact in the integration of TQM and
SCM across organizations.
Research limitations/implications – This paper focuses only on the literature review of
previously published studies, further empirical study can be undertaken using these six identified
practices which may allow the validation and generalization of results.
Practical implications – The result of this paper will help in providing greater understanding of
identified TQM and SCM practices that will lead to successful implementation of TQM and SCM
strategies to improve customer service levels and, hence, business performance.
Originality/value – Much of the literature on TQM practices and SCM practices are available, but as
far as the authors know there is no study undertaken to integrate TQM and SCM practices. This is the
first kind of study that compares TQM and SCM practices taken together and can be thus, treated as
filling a gap in the extant literature.
Keywords Total quality management, Supply chain management, Working practice,
Organizational performance, Competitive advantage, Business performance
Paper type Literature review
Introduction
Total quality management (TQM) and supply chain management (SCM) have been
identified as the two most important strategies for manufacturing, services and
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1741-0401.htm
IJPPM
60,3
268
Received January 2010
Revised March 2010
Accepted March 2010
International Journal of Productivity
and Performance Management
Vol. 60 No. 3, 2011
pp. 268-288
q Emerald Group Publ.
The document provides a literature review on the relationship between total quality management (TQM) and human resource (HR) performance evaluation. It examines how TQM principles can be integrated into HR performance evaluation systems. The review identifies key characteristics of a TQM-based HR performance evaluation system, such as aligning HR and quality policies, creating a quality-oriented organizational culture, and empowering employees. The literature suggests that traditional HR practices may conflict with TQM and need to be changed to focus more on continuous improvement, employee involvement, and developing a shared vision for quality.
A Study Of Total Quality Management And Supply Chain Management PracticesLori Mitchell
This document summarizes a literature review on total quality management (TQM) and supply chain management (SCM) practices. It identifies 50 TQM practices and 40 SCM practices from reviewing 37 research papers. Six major practices are extracted for both TQM and SCM: for TQM these are top management commitment, customer focus, training and education, continuous improvement, supplier management, and employee involvement; for SCM they are customer relationship, re-engineering material flows, strategic supplier partnership, information and communication technologies, changing corporate culture, and close partnership with suppliers. The paper finds management support, customer focus, and supplier partnership to be the most common and impactful practices across both TQM and SCM literature, with implications for successful integration of
Task detailDescribe a clinical practice issue. Critically analys.docxssuserf9c51d
Task detail
Describe a clinical practice issue. Critically analyse material (including relevant research articles) to support an argument for how an understanding of adult learning theory may assist the facilitation of practice development within a clinical context. How might the role of facilitation assist when approaching this practice issue?
Essay word length 2000
N U R S I N G T H E O R Y A N D C O N C E P T D E V E L O P M E N T O R A N A L Y S I S
Getting evidence into practice: the role and function of facilitation
Gill Harvey BNurs PhD RHV RGN DN
Director, Quality Improvement Programme, RCN Institute, Oxford, UK
Alison Loftus-Hills BA MSc BSW
Senior Research and Development Fellow, RCN Institute, Oxford, UK
Jo Rycroft-Malone BSc MSc RGN
Research and Development Fellow, RCN Institute, Oxford, UK
Angie Titchen MSc DPhil MCSP
Senior Research and Development Fellow, RCN Institute, Oxford, UK
Alison Kitson BSc DPhil RN FRCN
Professor and Director, RCN Institute, Oxford, UK
Brendan McCormack BSc DPhil RGN RMN
Professor of Nursing Research, University of Ulster and Royal Hospitals Trust, Belfast, UK
and Kate Seers BSc PhD RGN
Head of Research, RCN Institute, Oxford, UK
Submitted for publication 14 February 2001
Accepted for publication 11 December 2001
Ó 2002 Blackwell Science Ltd 577
Correspondence:
Jo Rycroft-Malone,
Quality Improvement Programme,
RCN Institute,
Radcliffe Infirmary,
Woodstock Road,
Oxford OX2 6HE,
UK.
E-mail: [email protected]
H A R V E Y G L O F T U S H I L L S A R Y C R O F T M A L O N E J T I T C H E N AH A R V E Y G ., L O F T U S -H I L L S A ., R Y C R O F T -M A L O N E J ., T I T C H E N A .,
K I T S O N A M C O R M A C K B & S E E R S K . ( 2 0 0 2 )K I T S O N A ., M c C O R M A C K B . & S E E R S K . ( 2 0 0 2 ) Journal of Advanced Nursing
37(6), 577–588
Getting evidence into practice: the role and function of facilitation
Aim of paper. This paper presents the findings of a concept analysis of facilitation in
relation to successful implementation of evidence into practice.
Background. In 1998, we presented a conceptual framework that represented the
interplay and interdependence of the many factors influencing the uptake of
evidence into practice. One of the three elements of the framework was facilitation,
alongside the nature of evidence and context. It was proposed that facilitators had a
key role in helping individuals and teams understand what they needed to change
and how they needed to change it. As part of the on-going development and
refinement of the framework, the elements within it have undergone a concept
analysis in order to provide theoretical and conceptual clarity.
Methods. The concept analysis approach was used as a framework to review
critically the research literature and seminal texts in order to establish the
conceptual clarity and maturity of facilitation in relation to its role in the
implementation of evidence-based practice.
Findings. T ...
DIAGNOSING ORGANISATIONAL CULTURE BY USING OCAISiti Rizki
The document discusses organizational culture and introduces the Organizational Culture Assessment Instrument (OCAI) to diagnose culture. The OCAI is based on the Competing Values Framework which includes four main culture types: clan, adhocracy, market, and hierarchy. It involves assessing six key aspects of culture to determine an organization's current and preferred cultures. Understanding differences can provide insights for initiatives to improve performance by better aligning culture and goals.
This document summarizes four research articles related to professional inquiry. The first article proposes a dialectical approach to strategic planning by examining underlying assumptions. The second presents dialectical inquiry as a structured qualitative research method. The third discusses how a researcher's position and reflexivity can impact qualitative research. The fourth evaluates three models of technology transfer identified through a dialectical inquiry study. Overall, the document examines different aspects of professional inquiry and emphasizes the importance of considering researcher biases and using both qualitative and quantitative analysis.
2003 organizational culture and job satisfactionHenry Sumampau
This document summarizes an article that examines the relationship between organizational culture types and job satisfaction. The article uses Cameron and Freeman's model of organizational culture, which categorizes culture as clan, adhocracy, hierarchy, or market. A survey of marketing professionals found that job satisfaction varied across these cultural typologies. Specifically, job satisfaction was positively related to clan and adhocracy cultures, which emphasize flexibility, and negatively related to market and hierarchy cultures, which emphasize control and stability.
Relationship between transformational leadership, Innovation, Learning and Gr...Editor IJCATR
This document discusses the relationship between transformational leadership, innovation, learning and growth, and internal processes in government organizations. It first provides definitions and components of transformational leadership, including vision, inspirational communication, supportive leadership, intellectual stimulation, and personal recognition. It then discusses the relationships between these aspects of transformational leadership and innovation, learning and growth, and internal processes. The document conducts a literature review on empirical research that has studied the impact of transformational leadership on organizational performance dimensions.
Organizational Ethics Research: A Systematic Review of Methods and Analytical...ValerieBez1
This document summarizes a systematic review of 184 empirical studies on organizational ethics published between 1980 and 2012. The review analyzed the studies' methods and analytical techniques to identify gaps in the literature and suggest opportunities for future research. Key findings included that the studies were predominantly cross-sectional in design, relied heavily on surveys for data collection, and focused on content areas like codes of conduct and ethical climate. Understanding the current state of empirical research methods can help strengthen organizational ethics as a field of study.
Running Head FOUR-FRAME MODEL 1FOUR-FRAME MODEL7Fou.docxcowinhelen
Running Head: FOUR-FRAME MODEL
1
FOUR-FRAME MODEL
7
Four Frame Model
Rubin Wilkins
Module 5 Assignment 2
Argosy University Los Angeles
Professor: Dale Mancini
February 15, 2017
Four-frame Model
Introduction
Bolman and Deal synthesized the foregoing leadership theory into four contemporary cognitive perspectives which they further organized into frames to assist leaders in the decision-making process in relation to each individual situation. It was their understanding that the use of such frames would assist leaders in analyzing respective events in a different manner and perspective. In essence, they provide ‘windows’ that enhance the leaders’ to have a broader understanding of the challenges being faced by the organization and solutions that are potentially available. This insightful piece therefore proceeds to help in understanding the frames.
The Four-Frame Model of leadership is a creation stemming from the meshing of various organizational theories to form a wide-encompassing one. These consolidated theories include; the trait theory, power and influence theory, situational and contingency theory, and the behavioral theory (Bateman, 2007). They have been developed over a span of many years. The multiple perspectives emanating from the various theoretical underpinnings are the ones termed as frames by the two theorists; through which an organization is viewed by the leaders and other related persons. These ‘windows’ further operate to bring an organization into focus and subsequently serve as filters which offer the leaders order and assist them in making decisions. Furthermore, the frames comprise of the structural frame, human resource frame, political frame and the symbolic frame. Each individual frame represents a perspective
accompanied by its own assumptions and attributes.
The structural frame is used in viewing the world from an orderly point of view furnished with a multiplicity of rules and procedures. The human resource frame then comes in to assume that goals are best achieved through the meeting of organization members’ needs and fully appreciating the workforce as fundamental part of the organization. The political frame appertains to the conflicts, alliances and bartering of respective parties to properly use and allocate the scares resources owned by and charged to the organization. Finally, symbolic frame relates to the issues of culture, symbols and rituals of an organization as opposed to the established rules and procedures.
Theme among articles
Song, Kim and Kolb (2009) set out to research on the effect of learning an organization’s culture and the established linkage between interpersonal trust and the general commitment to an organization. The sample used in this study was primarily obtained from various employees working to conglomerate entities of Korea. Resultantly, it was established that learning an organization’s culture worked as a mediating factor in the explanation of associations betwe ...
TQM is the integration of all functions and processes within an organization in order to achieve continuous improvement of the quality of goods and services. The goal is customer satisfaction.
This document discusses how innovative culture can affect the relationship between management style and professional skills. It proposes two hypotheses: 1) that a Western management style will have a positive relationship with professional skills, and 2) that an Asian management style will have a positive relationship with professional skills for professionals who rate highly on traditionality. The document provides background on Asian and Western management styles, professional skills, and innovative culture. It argues that an innovative culture can act as a reinforcement factor to motivate learning and skills improvement.
Professional inquiry is one of the most important aspects.pdfsdfghj21
Professional inquiry is important for research and discussion, especially given changes to education systems due to the pandemic. Proper professional inquiry helps individuals and fields pursue excellence through a culture of collaborative enquiry. Three articles are analyzed to understand professional inquiry strategies and opportunities for improvement. The first develops a dialectical approach to strategic planning by examining assumptions and suggesting innovative alternatives. The second presents dialectical inquiry as a structured qualitative research method to study organizational processes. It uses assumptions, counter-assumptions, and contradictions to abandon assumptions and emerge with new models from existing data. The third emphasizes the importance of credibility in professional inquiry sources and considering established resources over social media when researching practices and policies.
This document discusses the application of Maslow's hierarchy of needs theory to organizational culture, human resource management, and employee performance. It proposes that a well-articulated organizational culture that addresses employee needs at all levels of the hierarchy will result in positive human resource practices and high employee performance, while a poorly articulated culture that does not meet needs will lead to poor HR and low performance. The theory is relevant as it suggests how managers can motivate employees to become self-actualized by meeting their varying levels of needs. Addressing physiological and safety needs through culture and HR practices can improve performance, while helping employees attain esteem and self-actualization through development opportunities can also increase motivation and output.
Leadership and Organizational Culture Linking CEOCharacteri.docxsmile790243
Leadership and Organizational Culture: Linking CEO
Characteristics to Cultural Values
Tomas R. Giberson Æ Christian J. Resick Æ
Marcus W. Dickson Æ Jacqueline K. Mitchelson Æ
Kenneth R. Randall Æ Malissa A. Clark
Published online: 26 April 2009
� Springer Science+Business Media, LLC 2009
Abstract
Purpose The purpose of this study was to empirically
examine organizational culture theorists’ assertions about the
linkages between leadership and the cultures that emerge in
the organizations they lead. Specific hypotheses were
developed and tested regarding relationships between chief
executive officers’ (CEO’s) personality traits, and the cultural
values that are shared among their organization’s members.
Design/Methodology/Approach Thirty-two CEOs com-
pleted measures of the Big-Five personality traits and
personal values. A total of 467 employees across the 32
organizations completed a competing values measure of
organizational culture.
Findings Results indicate support for several hypothe-
sized relationships between CEO personality and cultural
values. Exploratory analyses indicated that several CEO
personal values were related to culture values.
Implications Organizations need to seriously consider the
‘‘fit’’ between the current or desired organizational culture
and CEO characteristics. Organizations attempting to
change fundamental aspects of its functioning may need
significant behavioral—or personnel—changes at the top of
the organization in order to achieve those changes.
Originality/Value This is the first empirical study to
establish a link between specific CEO characteristics and
the cultural values of their organizations. This study pro-
vides evidence that CEO characteristics are felt throughout
the organization by impacting the norms that sanction or
discourage member behavior and decision making, and the
patterns of behavior and interaction among members.
Keywords CEO characteristics � Organizational culture �
Leadership � ASA theory � Multi-level research
Introduction
Organizational culture is a topic of considerable interest to
organizational researchers, management consultants, and
corporate executives alike. For example, organizational
culture has been described as a management tool (Trice and
Beyer 1993), credited with creating a competitive advan-
tage (Bennis and Nanus 1985), as the reason behind merger
and acquisition failure (Donahue 2001), and for providing
the basis for success (Denison 1990). An organization’s
culture is also thought to be intricately related to its lead-
ership, particularly its upper echelon leaders (e.g., Bennis
1986; Davis 1984; Quinn and McGrath 1984; Schein 2004;
Trice and Beyer 1993). Yet, as Schneider and Smith (2004)
noted, there is plenty of theory suggesting that leaders have
an effect in their organizations, but little empirical study of
the linkages between leaders’ individual differences and
organizational characteristics and success.
R ...
This document presents a conceptual model of organization learning disorders and their impact on organizational performance. The model suggests that organization learning processes affect the knowledge organizations possess, and organizational knowledge then impacts performance outcomes. The model identifies specific learning disorders that can occur during the four phases of organizational learning: discovery, invention, production, and generalization. These learning disorders are hypothesized to negatively influence the knowledge organizations develop. The document concludes by proposing intervention hypotheses for addressing common organizational learning disorders.
This study investigates the relationship between organizational culture and attitudes toward organizational change in Malaysian companies. Based on prior research, the study developed a questionnaire to assess four types of organizational culture (communal, fragmented, networked, mercenary) and three components of attitudes toward change (affective, cognitive, behavioral). The questionnaire was administered to 258 Malaysian manufacturing companies. The results showed a relationship between organizational culture and attitudes toward change, with some cultures more accepting of change than others. The implications are that understanding this relationship can help managers implement changes more effectively.
This document outlines the structure of a research paper, including an introduction, statement of the research problem, objectives, questions, and limitations. It examines problems that arise in communicating management decisions to subordinates and why subordinates sometimes misinterpret information. The objectives are to identify issues in delivering information about management decisions and examine why subordinates misinterpret communications. The research questions ask about problems delivering information to subordinates and issues subordinates face interpreting management information.
This document outlines the structure and components of a research proposal, including an introduction, statement of the research problem, objectives, questions, and hypotheses. It discusses two specific problems: decisions made by management are not understood by subordinates, and communication between the two groups is affected by misinterpreted information. The objectives are to identify issues with delivering information about management decisions and to examine why the information is sometimes misinterpreted. Research questions focus on problems delivering information to subordinates and issues with subordinates interpreting information from management.
Article review - dr johan 1st assignmentAziz Ahmad
This article summarizes a study that evaluated students' understanding and interest in Jawi (Arabic script used for Malay) education after using educational technology media in teaching at primary schools in Malaysia. The study found that using educational technology media like computers and multimedia software increased students' test scores and engagement with Jawi material compared to traditional teaching methods. Specifically, students' test scores on Jawi education increased from 5% to 95% after experiencing the new media-aided teaching methods. However, the author notes that the study had a small sample size of 52 students and was conducted only in one school, so more extensive research is needed to generalize the findings.
A survey research of leadership styles of elementaryAziz Ahmad
This document is a thesis that examines the leadership styles of elementary school principals in Turkey. It provides background information on theories of leadership and discusses different leadership frames proposed by Bolman and Deal. The purpose of the study is to explore how principals and teachers perceive the leadership styles of principals. It involves surveying 350 principals and 700 teachers using a questionnaire to rate principals' leadership orientations. The results will help determine which leadership frames principals view themselves as using most and which frames teachers view principals as using most. This can provide insights into principals' self-perceptions versus how teachers experience their leadership.
This article discusses a study that evaluated students' understanding and interest in Jawi (Arabic script used for Malay) education after using educational technology media in teaching at a primary school in Kelantan, Malaysia. The study found that using educational technology media like computers and multimedia software increased students' exam scores and interest in Jawi education compared to traditional teaching methods. The author concludes that instructional technology is important for developing students' knowledge and interest, and can improve exam performance when used appropriately in the classroom.
Educational technology mdia method in teaching and learning progressAziz Ahmad
This document summarizes a study that evaluated the effectiveness of using educational technology media to teach Jawi script in primary schools in Malaysia. A group of 52 students were taught Jawi both with traditional methods and with educational technology media methods. Test results found that using educational technology media led to a greater improvement in student performance and understanding of Jawi, with over 63% of students increasing their scores, compared to 42% with traditional teaching. The study concludes that educational technology stimulates more effective learning and improves student engagement and interactive learning.
A participant research for learning methodology on education doctorial traini...Aziz Ahmad
This document outlines a participatory research methodology used in a doctoral training program. Key points:
1. Doctoral students formed research dyads to study what influenced their decisions to pursue doctoral studies. They wrote narratives, interviewed each other, and discussed their educational trajectories.
2. The collaborative approach aimed to give students hands-on experience with research methods while reflecting on their own doctoral journeys. Project meetings and data provided opportunities to learn about methodology.
3. The methodology was intended to provide an alternative to more common forms of doctoral training like lectures. By actively participating in their own research, students could gain deep reflections on what brought them to doctoral study while learning research skills.
This document discusses a study analyzing student satisfaction with various instructional technology techniques. The study surveyed 215 students enrolled in 4 undergraduate business courses about their satisfaction with commonly used IT tools like presentation software, email/discussion lists, word processing, web search engines, online libraries, and web development applications. The study aimed to determine the relationship between different types and degrees of IT used and student satisfaction, as well as the impact of IT techniques on student perceptions of enhanced classroom behaviors like student-student and student-instructor interaction, increased information and quality of instruction, and improved course organization. The sample was predominantly male (68%), aged 19-26, and majoring in general business (75%).
This paper aims to develop a methodology for investigating the impact of surveillance technologies on privacy by viewing security and privacy as economic goods. The paper draws on concepts from macroeconomics to propose this methodology. It applies Ashby's Law of Requisite Variety to conclude that current surveillance policies will not achieve their intended goal of full protection and will instead erode individual privacy over time. The paper suggests an alternative strategic decision-making approach could help balance surveillance and privacy in a more effective manner.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
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Main Java[All of the Base Concepts}.docxadhitya5119
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BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
The relationship between total guality management practies and org culture
1. The relationship between total
quality management practices
and organizational culture
Daniel I. Prajogo
Department of Management, Monash University, Caulfield East, Victoria,
Australia, and
Christopher M. McDermott
Lally School of Management and Technology, Rensselaer Polytechnic Institute,
Troy, New York, USA
Abstract
Purpose – This empirical study explores the relationship between total quality management (TQM)
practices and organizational culture with the purpose of identifying the particular cultures that
determine the successful implementation of TQM practices. Specifically, it tests two competing views
on the relationship; the unitarist and pluralist views.
Design/methodology/approach – The empirical data was drawn from 194 organizations in
Australia. The research model employs the Malcolm Baldrige National Quality Award criteria as TQM
framework and builds on the competing values model to frame organizational culture. The data was
analysed using structural equation modelling technique.
Findings – The findings support the pluralist view, wherein different subsets of TQM practices are
determined by different types of cultures. Interestingly, hierarchical culture was found to have a
significant relationship with certain practices of TQM. Additionally, the findings indicate that
although the cultural factors underpinning different elements of TQM are dissimilar, even
antagonistic, organizations can implement them in harmony.
Practical implications – The major implication of this study is that organizations need to
accommodate divergent goals by developing a system and/or structure that allows enough flexibility
for adapting different (even contrasting) management styles, between control and flexibility and
between internal and external orientations, so that they may gain benefits from the multiple
dimensions of TQM.
Originality/value – This paper provides empirical evidence on the multidimensionality of TQM
practices along with their association with different types of culture.
Keywords Total quality management, Organizational culture, Australia
Paper type Research paper
Introduction
Much has been written on the impact of total quality management (TQM) on
organizational performance (Flynn et al., 1994; Samson and Terziovski, 1999). These
studies typically conclude that TQM has a positive and significant relationship with
organizational performance. However, not all TQM implementation yields the
satisfactory results promoted by its advocates (Brown, 1993; Harari, 1993; Tatikonda
and Tatikonda, 1996). Literature has noted numerous stories on the problematic issues
relating to the implementation process and how they affect its outcomes. Among
several factors, which have been attributed as key determinants of its success,
organizational culture is often among those listed at the top. A number of studies have
The Emerald Research Register for this journal is available at The current issue and full text archive of this journal is available at
www.emeraldinsight.com/researchregister www.emeraldinsight.com/0144-3577.htm
TQM and
organizational
culture
1101
International Journal of Operations &
Production Management
Vol. 25 No. 11, 2005
pp. 1101-1122
q Emerald Group Publishing Limited
0144-3577
DOI 10.1108/01443570510626916
2. been devoted to identify what kinds of factors are suitable for implementing TQM
based on a proposition that culture affects the extent to which TQM can be
implemented in organizations.
Closer examination of literature that explores this relationship between TQM and
culture reveals two competing schools of thought (Bright and Cooper, 1993). The first
view argues that TQM is associated with a single “homogeneous” culture. Underlying
this “unitarist” argument is a view that promotes TQM as a set of organization-wide
practices that unify mindsets and perceptions among members of an organization.
Within this group, the arguments typically suggest that TQM is associated with a
single culture, especially the one that is flexible and people-oriented (Tata and Prasad,
1998). In short, the underlying principal in this unitarist view is that TQM thrives only
in a single, identifiable culture. The “pluralist” view, alternatively, supports the ideas
of heterogeneity of various cultural dimensions on which TQM should be built. A key
difference in this view is the argument that TQM also includes cultural elements,
which can promote control and standardization, as opposed to flexibility alone (Watson
and Korukonda, 1995). As such, this pluralist view of the TQM/culture relationship is
more multi-dimensional, with different cultural characteristics in turn being associated
with different elements of TQM. This view appears to contradict the people-centered
cultural characteristics that are commonly associated with the unitarist view.
Underlying these two opposing arguments is the contrasting view on TQM as a set
of organizational practices. The first group (unitarist) views TQM as a unidimensional
“package” which has to be implemented as a whole and therefore both requires and
reflects a specific, single “homogeneous” culture of the organization. The opposing
pluralist school of thought suggests that TQM practice is multidimensional, and is
driven by and reflects various types of practices which are driven and reflect various
dimensions of organizational culture.
These opposing views present an interesting dilemma for managers and
researchers alike, named if TQM is indeed multidimensional with respect to culture,
it stands to reason that management would need to consider multiple approaches for
encouraging its implementation. Alternatively, if it is unidimensional, then a single
culture and set of values might be more appropriate. The purpose of this paper is to
empirically examine the validity of these two opposing views as they relate to TQM
practice. The paper is structured is follows: it starts with literature review discussing
the relationship between TQM practices and organizational culture, especially relating
to the opposing issues above, which leads to the articulation of the research questions
of this study. Following these are methodology and data collection sections, outlining
data analysis using structural equation modelling (SEM). Finally, discussion of the
findings is presented, followed by conclusion and several recommendations for future
research in the area.
Literature review
This literature review starts with a discussion of the distinction between TQM as a set
of organizational practices and organizational culture. This is followed by a section
presenting the nature of the relationship between TQM practices and organizational
culture. It concludes with a discussion of the controversy about the relationship
between TQM and organizational culture, leading to the development of the research
framework and questions for this study.
IJOPM
25,11
1102
3. The distinction between TQM practices and organizational culture
TQM. TQM is a management model that aims to meet customer needs and
expectations within an organization through continuous improvement of the quality of
goods and services and by integrating all functions and processes within an
organization. The TQM literature concurs that its concepts and practices have been
shaped by a number of individuals who are recognised as “quality gurus” such as
Deming, Juran, Crosby, Feigenbaum, Ishikawa, and Imai (Hackman and Wageman,
1995; Lau and Anderson, 1998; Plenert, 1996). These TQM gurus developed their
concepts primarily based on their experience in industry. Grant et al. (1994) argue that
the prescriptive approach developed by these gurus has created a perception that TQM
involves no explicit theory, and caused business schools to dismiss TQM as
intellectually insubstantial, and to consider it as but one of a number of management
fads.
Scholars argue, however, that the practical approach employed by TQM proponents
does not necessarily imply an absence of theory underlying it. Dean and Bowen (1994),
for example, whilst arguing that there is a considerable overlap between TQM and
existing management theory, hold that TQM has its own body of knowledge. Similarly,
Hackman and Wageman (1995) vigorously argue that TQM does exist as an entity and
that there is a set of theoretical assumptions underlying its principles and techniques.
In particular, they maintain that TQM passes the convergent validity test in the sense
that there is substantial agreement among its founders about its key assumptions and
practices. What is emphasized here is that although TQM has been accepted as
embodying a set of principles, TQM has been widely disseminated in the form of
practices, tools, techniques, and systems. The way TQM has been defined and what
have been usually operationalised and measured in its empirical studies (Ahire et al.,
1996; Flynn et al., 1994; Samson and Terziovski, 1999; Saraph et al., 1989) are practices
or behaviours of the organizations that have implemented these principles. As
Wilkinson et al. (1998) argue, despite their differences, there is a strong convergence
among concepts and practices put forward by TQM proponents, and a number of
scholars (Curkovic et al., 2000; Dean and Bowen, 1994; Gobeli and Brown, 1993; Sitkin
et al., 1994) have proposed the articulation of TQM principles consisting of three core
elements as a common ground, namely customer focus, continuous improvement, and
total involvement. As such, we adopted the definition of TQM articulated by Ross
(1995, p. 1) as the integration of all functions and processes within an organization to
achieve continuous improvement of the quality of goods and services with the ultimate
goal being customer satisfaction.
Organizational culture. Organizational culture is defined as the general pattern of
mindsets, beliefs and values that members of the organization share in common, and
which shape the behaviours, practices and other artefacts of the organization which are
easily observable (Sathe, 1985; Schein, 1985). Culture therefore is an explanatory
variable that distinguishes one organization from another (Sathe, 1985; Schein, 1985).
In relation to the context of this study, as mentioned earlier, there is a shift of focus on
studies in TQM from its “hard” aspects which are more observable, such as tools,
techniques, and systems, to “softer” behavioural and cultural aspects of TQM which
are harder to measure and to change. This shift of emphasis has been driven by the fact
that many TQM implementations have failed, preventing companies from realizing
its potential benefits because of the ignorance of the cultural factors (Becker, 1993;
TQM and
organizational
culture
1103
4. Dale and Cooper, 1992; Oakland, 1995; Thomas, 1995; van Donk and Sanders, 1993;
Wilkinson et al., 1998). The issue of culture in the TQM literature has also been
augmented by a number of authors who attribute the failure of TQM implementations
in western countries as the result of cultural factors (Mak, 1999).
A common challenge in discussing TQM and culture results from the imperfect
boundary between TQM as a set of management practices and TQM as an
organizational culture (Batten, 1993; Kanji, 1997; Strolle, 1991). For example, several
studies on TQM, such as those by Samson and Terziovski (1999) and Dow et al. (1999),
consider TQM practices such as customer focus and people management as “soft”
elements in TQM, implying that they actually represent aspects of TQM culture. This
leads to confusion in understanding the substance of TQM: is it a set of practices, or, is
it a specific type of culture, or both? In this regard, Zeitz et al. (1997) strongly argue that
organizational culture is “distinguishable” from TQM practices even though the two
are closely related to each other. They view TQM practices as behavioural, whereas
organizational culture refers to attitudes, beliefs, and situational interactions. This
argument is consistent with those of theorists and scholars in the field of
organizational culture. Schein (1985), for example, asserts that although practice can be
a reflection of organizational culture, it can only capture the surface level. He further
argues that organizational culture is concerned with something deeper, particularly
when considering such elements as mindset, values, and beliefs. Further support can
be obtained from a “ground-breaking” study by Powell (1995) which promotes the
importance of cultural aspects of TQM. In this study, Powell argued that TQM
practices had to be implemented within a suitable environment (i.e. culture) that
emphasized open communication; something which he believed did not originally
belong to TQM, but was imperative for its implementation success.
In this study, we take the position that TQM practices and organizational culture
are separate entities. Our present analysis aims to explore the extent to which TQM (as
defined earlier) is associated with a culture or set of cultures. As such, we do not
assume, a priori, that there is a “TQM culture”, in the sense that no one culture
embodies TQM. In other words, TQM is not a culture. Therefore, we argue here that in
order to identify the typical organizational culture that can function as “fertile soil” for
TQM, it would be better if researchers refer to the established models in the area,
including:
.
Hofstede’s (1980) cultural dimensions of individualism versus collectivism, high
versus low power distance, high versus low uncertainty avoidance and
masculinity versus femininity;
.
the organizational culture profile (OCP) developed by O’Reilly et al. (1991) which
can be used to assess person-organization fit; and
.
The competing values framework (CVF) developed by Denison and Spreitzer
(1991).
We choose the CVF developed by Denison and Spreitzer (1991) as the framework for
defining organizational culture in this study. The framework is built upon two
dimensions represented by two axes with each representing a superordinate
continuum as shown in Figure 1. The first dimension is the flexibility-control axis that
describes two contrasting orientations, between that which reflects flexibility and
spontaneity and that which reflects stability and control. The second dimension is
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5. the internal-external axis that also describes two orientations, with one being oriented
towards maintenance and improvement of the existing organization and the other
being focused on adaptation and interaction with the external environment. This
reflects several classics of organizational theory such as Thompson (1967) and
Lawrence and Lorsch (1986).
The combination of the two dimensions results in four quadrants of cultural
dimensions, namely group, developmental, hierarchical, and rational. Group culture
places emphasis on flexibility and internal organization. Organizations with emphasis
on this culture promote the development of human resources emphasizing openness,
participation, cohesiveness and commitment to membership. Development culture also
emphasizes flexibility but with more focus on the external environment. The
orientation is towards growth, creativity stimulation, resource acquisition, innovation,
and continual adaptation to the external environment. The rational culture is also
focused on the external environment but is control-oriented. It emphasizes
productivity, performance, goal achievement, and one of the primary motivating
factors is competition. The hierarchical culture is both control and internal oriented. It
emphasizes rules and regulations, and standardization to achieve control and stability.
Denison and Spreitzer (1991) stress that the four cultures in their typology should be
viewed as ideal types, meaning that organizations will be characterized by some
combination of these four cultures – although some types could be more dominant
than the others – rather than reflecting only one culture. Thus, as scales have been
developed and validated to empirically measure this, the items are allowed to vary
independently (Quinn and Spreitzer, 1991). As McDermott and Stock (1999) noted in a
later study using the CVF, “As such, a high rating on one dimension (e.g. internal
orientation) does not exclude high rating at the other end (e.g. external orientation)”.
There is nothing relating to having a strong internal orientation that necessarily
prohibits the organization from also having elements associated with external
orientation.
Figure 1.
The competing values
framework of
organizational culture
(adapted from Denison
and Spreitzer, 1991)
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1105
6. The nature of the relationship between TQM practices and organizational culture
Having established the distinction between TQM practices and organizational culture,
the discussion now focuses on the relationship between the two. A review of literature
suggests that there is a substantial disagreement on the nature of this relationships
with one group arguing that TQM practices bring cultural change, and the other that it
is organizational culture that affects TQM implementation and its results. In essence,
the nature of this debate is concerned with the causal direction of the relationship
between TQM and organizational culture, and which one is the antecedent of the other.
Several authors argue that this debate is premised on the understanding of culture as
something an organization has as opposed to something an organization is (Bright and
Cooper, 1993; Sinclair and Collins, 1994). In this regard, we base our study on the latter
argument by suggesting that it is the organizational culture that will determine TQM.
In other words, our research is based on the premise that organizational culture
determines the results of TQM implementation rather than the TQM implementation
bringing about cultural change (Maull et al., 2001; McNabb and Sepic, 1995; Westbrook
and Utley, 1995). As Bright and Cooper (1993) argue, quality management of
organizations will take place inside cultural influences, that is within the context of
prevailing shared-values, beliefs, and assumptions. The few studies that have
attempted to examine the TQM-culture relationship, such as those by Chang and
Wiebe (1996), Zeitz et al. (1997) and Dellana and Hauser (1999) always place
organizational culture as the antecedent of TQM practices.
The dimensionality of TQM and organizational culture
Having discussed the nature of the relationship between TQM practices and
organizational culture, the following question is explored: what kind of culture would
be most suitable for implementing TQM practices? As mentioned earlier, literature has
identified two competing arguments, the unitarist and pluralist approaches. The
unitarist approach considers TQM as a unidimensional set (or package) of practices,
which needs to be supported by one specific type of culture. This can be traced back to
the fact that TQM was introduced by different gurus in the form of a set (or package) of
tools and practices. Although not explicitly specifying a typical culture which would be
necessary for implementing these “packages”, their strong recommendation that these
“packages” need to be adopted “as a whole” implies the need of a unified culture to
implement it. In this regard, typical cultures that are considered in the literature as
suitable for TQM practices are those related to a flexible, people-oriented style. In their
review of literature that examined the influence of the company’s culture and structure
on TQM implementation, Tata and Prasad (1998) conclude that people-oriented,
flexible cultures are more conducive to the success of TQM implementation, compared
to the opposing types (i.e. rational control). They identify that such practices as
leadership, employee involvement and empowerment, teamwork, customer focus, and
continuous improvement are the reflection of people-centred and flexible cultures or
will be best implemented where such cultures prevail. The study by Westbrook and
Utley (1995) provides further support for this argument as the result indicates that
creating culture where employees are valued and empowered leads to successful
quality management implementation.
In conjunction with this, literature has also highlighted the critical role of leadership
in reaching a consensus among all members within an organization in embracing
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7. quality as the common goal of the organization. Several actions that can be taken to
achieve this purpose include creating shared vision, and breaking down barriers
between departments, typically by promoting cross-functional cooperation and
teamwork. All of these efforts are directed towards unifying mindset and culture of all
the members within the organization, hence, supporting the idea of a unitarist
approach to organisational culture.
The opposing pluralist argument suggests the existence of multidimensional
cultures. More recent discussions suggest that TQM should be considered as
multidimensional, particularly in relation to the arguments that TQM incorporate both
people-oriented, and those that would be considered more rational, control types of
practices, which are antagonistic to each other (Kekale and Kekale, 1995;
Moreno-Luzon and Peris, 1998; Watson and Korukonda, 1995). However, as noted
by Bright and Cooper (1993), this notion that there are multiple cultures that support
TQM would likely receive considerable challenges from unitarist TQM supporters.
The problem in accepting the pluralist view on TQM, as mentioned earlier, is rooted in
the conventional view that TQM is unidimensional and therefore will not be able to
accommodate diversity of cultures within the organization. Specifically, Watson and
Korukonda (1995) affirm that examining the juxtaposition between the disparate
elements of TQM, despite its value in facilitating theoretical insights and conceptual
clarity of TQM, will face serious challenges from the promoters of TQM who will
oppose the idea of linking TQM to the type of cultures which are usually associated
with rigidity and suppression of creativity. The fact that TQM also embodies
mechanistic or hierarchical culture nevertheless has been supported by several
empirical studies. The findings of the study by Germain and Spears (1999), for
example, indicate that structural and formal approaches which characterize several
TQM practices such as management by fact, strategic planning and formulation, the
use of SPC, and process documentation, positively and significantly predict quality
management practices. In concluding their study, Germain and Spears (1999) suggest
the view of TQM in which formalization maybe better perceived as a mechanism for
“coding and transmitting knowledge” to foster, rather than to hinder, quality
management within the firm.
Two seminal works by Sitkin et al. (1994) and Spencer (1994) provide theoretical
bases in support of the multidimensionality of TQM. Sitkin et al. (1994) argue that with
similar underlying TQM precepts, organizations can apply different goals and
practices based on different orientations, namely total quality control (TQC) and total
quality learning (TQL) with TQC being associated with a control or cybernetic
approach, and TQL being related to an innovative or learning orientation. Spencer
(1994) argues that various practices under the TQM umbrella can be categorized into
several organizational models, including the mechanistic and the organic model, as
well as others. For example, the focus on quality as an organizational goal is associated
with the mechanistic model, because in practice the real objective of pursuing quality
could well shift into productivity and efficiency, something on which a mechanistic
organization focuses. On the other hand, the practices of employee empowerment and
cross-functional teamwork are closely linked to the organic model. Summarising the
above arguments, Thompson (1998) affirms that in order to gain a sharper focus on the
culture of TQM, organizations need to appreciate the paradoxes of TQM which are
embodied in a number of principles of TQM which are contradictory to each other.
TQM and
organizational
culture
1107
8. One of the examples of these paradoxes is between encouraging creativity on the one
hand and promoting control and variation reduction on the other hand. As will be
discussed below, this study explores the possibility of, but does not force, multiple
dimensions of TQM in the analysis.
Research framework and methodology
The literature review section has addressed several issues on the relationship between
TQM practices and organizational culture. First, it articulates the difference between
TQM as a set of organizational practices, and culture as an underlying belief system
related to the mindsets of people within the organization. Second, it holds the
proposition that it is organizational culture, which affects TQM implementation, not
the other way around. Third, it highlights the debate on the kinds of organizational
culture, which are suitable for implementing TQM practices; highlighting the
difference between unitarist and pluralist views. The conflict between these two
arguments is then extended to another debate on TQM as either unidimensional or
multidimensional. By incorporating these three key findings of the literature review,
we developed a research framework examining the relationship between
organizational culture and TQM practices that built on previous works in the area.
In essence, this study was aimed at comparing the nature of the relationship between
organizational culture and TQM practices in the form of two competing structural
models based on unitarist and pluralist views.
In developing the research framework, we built on several past studies. Our study
built on the work of Chang and Wiebe (1996) and Dellana and Hauser (1999), which
examine the link between TQM practices based on Malcolm Baldrige National Quality
Award (MBNQA) model and organizational culture based on the competing values
model developed by Denison and Spreitzer (1991). Chang and Wiebe (1996) interviewed
a panel of experts from the Conference Board Total Quality Management Centre to
describe ideal cultural characteristics that they believe will support TQM philosophy
based on the four types of cultures of the competing value model, namely group,
developmental, hierarchical, and rational. This finding suggests that these four types
of culture characterized the ideal organizational culture embodied by a TQM
philosophy, although group and developmental cultures appear to be dominant. As
such, it provides empirical support for the pluralist view. Dellana and Hauser (1999)
also use the MBNQA criteria to represent TQM practices and the competing values
model to represent organizational cultures as their research variables. Using Pearson
correlation coefficients, they test the association between each of the six elements of the
MBNQA criteria and the four cultural dimensions of the competing values model.
Their finding concurs with that by Chang and Wiebe where both group culture and
developmental culture are associated with high MBNQA scores. Al-khalifa and
Aspinwall (2001) investigate the suitability of the national culture in Qatar and the
culture required for implementing TQM. Their conclusion suggests that Qatar
companies would find difficulties in implementing TQM since they are dominated by a
rational and hierarchical culture, hence, confirming the findings of the first two studies.
Our study aims to advance both studies from an analytical point of view by
following the work by Zeitz et al. (1997) who employ SEM. This allows us to examine
the multiple cultures and multiple TQM elements simultaneously, hence, incorporating
the interaction amongst independent and dependent variables. The use of SEM also
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9. allows us to make a rigorous analysis in comparing the unitarist and pluralist model of
the culture-TQM relationship which would contribute to knowledge in this area. In
modelling the structural relationship between TQM and organizational culture, we also
follow the work of Zeitz et al. (1997) by considering organizational culture as the
independent variable which determines the level of TQM practices as the dependent
variable.
This study also builds on the work by Chang and Wiebe (1996) and Dellana and
Hauser (1999) by examining the relationship between TQM practices and
organizational culture. In particular, the objective of this study is to examine the
multidimensionality of TQM, which is a reflection of multidimensional organizational
culture with the following research questions being addressed:
RQ1. Can the multidimensionality of TQM practices be reflected in
multidimensional cultures?
RQ2. What is the nature of the relationship between sub-cultures and TQM
subgroups?
As mentioned earlier, this study defines organizational culture as the pattern of values
in an organization that determine its artefacts and practices. As such, we follow the
work by Zeitz et al. (1997) in terms of modelling the structural relationship between
TQM and organizational culture by considering organizational culture as the
independent variable and TQM practices as the dependent variable. For confirmatory
purposes, this study also compares two competing structural models of the
TQM-culture relationship; the “unitarist” model and the “pluralist” model.
Research instruments
TQM measures. The use of constructs – a method that had been commonly used in
research in the psychology discipline – has been accepted as a “norm” in studies on
TQM. Pioneered by Saraph et al. (1989), this method has been adopted in most of the
subsequent empirical research on TQM (Ahire et al., 1996; Black and Porter, 1996;
Curkovic et al., 2000; Das et al., 2000; Dow et al., 1999; Flynn et al., 1994; Grandzol and
Gershon, 1998; Powell, 1995; Samson and Terziovski, 1999). This, however, has created
a problem because most researchers prefer to build their own TQM constructs instead
of revalidating the ones developed by their predecessors. This has resulted in a variety
of TQM constructs being developed leading to inconsistency in defining the content of
TQM constructs. Dow et al. (1999) affirmed that although there was a great deal of
overlap and similarity in the content of TQM among its proponents and scholars, there
was still a problem in terms of the best method for grouping and characterizing such a
broad selection of quality management practice. This problem could be attributed to
the fact that TQM has no clear boundary and definition, as highlighted in the literature
review section.
Since this research was not aimed at developing or validating another TQM
constructs, we decided to select a model from the previous studies on TQM. Among
several available models, the MBNQA criteria were chosen to measure the
implementation of TQM practices in organisations. This award consists of six
criteria of organizational practices and one criterion of organizational performance
(business results). The organizational practices embody six criteria, namely leadership,
strategy and planning, customer focus, information and analysis, people management,
TQM and
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10. and process management. There were several key reasons that underpinned this
choice. First, the use of the Baldrige framework to articulate the content of TQM
practices has been supported by a number of scholars (Ahire et al., 1995; Capon et al.,
1995; Curkovic et al., 2000; Dean and Bowen, 1994; Evans and Lindsay, 1999; Juran,
1995). Curkovic et al. (2000), in particular, noted the wide adoption of MBNQA in many
countries around the world which strongly suggested that the award criteria have
comprehensively captured the major dimensions of TQM practices as envisioned by its
proponents, such as Deming, Juran, and Crosby. Second, the MBNQA criteria are
applicable to both manufacturing and non-manufacturing firms, which were the focus
of this study. This is an important point to note given the fact that TQM originated in
the manufacturing area and this has raised some doubts about its application in service
sectors. It is useful to note that the use of the six organizational practice items in this
model allows for, but does not assume, the clustering together of the two theoretically
opposing TQM mindsets of control-oriented versus human resource-based
implementation. By using these items, we are also able to explore the extent to
which the TQM organizational practices in our observed firms follow this (or any
other) framework. Our primary focus here is the exploration of the unitarist versus
pluralist viewpoints, rather than a deep exploration into the different dimensions
within the pluralist viewpoint itself.
Having selected the MBNQA criteria to represent the TQM measurement model, the
process was now focused on developing a survey instrument for measuring the
MBNQA criteria in the organisations. The framework developed by Samson and
Terziovski (1999) was used as the core for MBNQA constructs in this study. This
instrument and model was used in the largest study on TQM so far conducted (using
1,024 responses from manufacturing companies in Australia and New Zealand) to
ensure its validity. Further, Samson and Terziovski (1999), although not in an explicit
manner, distinguished “people” or “soft” factors from “system” or “hard” factors
embodied by the MBNQA criteria; something we have focused on in this paper. Their
empirical findings indicate that what we have discussed above as “soft” factors of
TQM were the strongest predictors of organisational performance.
The organizational culture measures. Since TQM practices are considered as the
“effect” of organizational culture, we need to select a model of organizational culture
which can be examined against TQM practices. Following the works by Wiebe and
Chang (1996) and Dellana and Hauser (1999), the competing values model was selected
as the organizational culture model for this study, and the model developed by Denison
and Spreitzer (1991) was used to operationalise the measurement of four types of
culture: group, developmental, hierarchical, and rational. The measurement approach
used five-point Likert scales which is similar to the work by Chang and Wiebe (1996)
and McDermott and Stock (1999).
Data collection procedure
Empirical data was obtained through a random survey of 1,000 managers, most of
whom were senior managers who had knowledge of past and present organizational
practices relating to quality and innovation related aspects in their organizations. The
focus of this study was limited to one site (or plant) per organization. A total of 194
managers responded, whilst 150 questionnaires were returned to the researchers with
return to sender (RTS) messages, indicating that the addresses were no longer valid.
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11. By discounting the number of RTS mails, the final response rate accounted for 22.8 per
cent. The information needed for examining non-response bias was obtained from two
sources: follow-up e-mails and follow-up phone calls. Organisations, which declined to
participate in the survey commonly stated their reasons as lack of time, lack of
resources, and not interested. None of these reasons alluded to the possibility that there
were systematic reasons for not participating in the study. The proportion of the
respondents was nearly equal between manufacturing and non-manufacturing sectors
(52.5 and 47.5 per cent, respectively). The non-manufacturing sectors include
construction, consulting, health care, information technology, and retail/distribution. In
terms of organizational size, based on the number of employees, 90 per cent of the
respondents represent firms with 500 employees or less, with around 60 per cent of
them representing firms with less than 100 employees. In terms of the position of the
respondents in the organization, more than 50 per cent of the respondents were either
quality managers or production/operations managers, followed by senior
managers (general manager or managing director) accounting for 30 per cent. The
remainder held various positions in finance, marketing, human resources, and
administration.
Data analysis
Data reduction process
The data reduction process was conducted in order to bring the ten constructs – each
consisting of four to six items – employed in this study, into ten composite scores. Six
constructs (leadership, strategic planning, customer focus, information and analysis,
people management, and process management) constituted TQM latent variables, and
four constructs (group, developmental, hierarchical, and rational) constituted the
organizational culture measures. These ten constructs were subjected to validity and
reliability tests before a single composite score could be calculated to represent each
construct.
Confirmatory factor analysis (CFA) using LISREL 8.30 was employed for
examining construct validity of each scale by assessing how well the individual items
measured the scale. We followed the method applied by Ahire et al. (1996) where each
construct was treated as an independent congeneric model. Among these ten
constructs, two items were deleted due to weak loading on the construct. The first item
was “Customers are involved in product design” in the customer focus scale. The
second item was “Control and centralization” in the hierarchical scale, and this case is
similar to what happened in the study by McDermott and Stock (1999) where they also
excluded this particular variable in their analysis. With three items left, it is not
possible to obtain the goodness of fit (GFI) indices of this scale, however, the loading
paths of the three items (.0.5) support unidimensionality and convergent validity of
the construct. The values of GFI of the other nine constructs exceed, by a comfortable
margin, the 0.9 criterion generally suggested by Hair et al. (1998) accompanied with
strong loading paths (.0.5) between latent variables and their respective observed
variables has suggested by Dunn et al. (1994), hence, establishing their
unidimensionality and convergent validity.
The reliability analysis following the construct validity process was conducted by
calculating the Cronbach’s a for each scale. The results show that the Cronbach’s a
measures for the ten constructs well exceed the recommended critical point of 0.7
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12. (Nunnally, 1978), hence, establishing their reliability. The final results of construct
validity and reliability tests of the nine constructs are reported in Table I.
Discriminant validity is aimed at examining if each item only estimates one
construct; in other words, every construct should be distinct from each other. As
suggested by Venkatraman (1989), discriminant validity was examined by running
CFA on each pair of the constructs in this study. For each pair, CFA was run twice
where the first allowed the correlation between the two constructs to be estimated. The
chi-square value of this model was coded as xa (chi-a). The second CFA was run by
fixing the correlation between the two constructs to 1.0, and the chi-square value of this
model was coded as xb (chi-b). The difference between xa and xb was coded as Dx
(delta chi) with the degree of freedom of 1. The discriminant validity between the
paired-constructs can be established if the value of Dx (df ¼ 1) at p , 0.01 is greater
than 6.64. With ten constructs incorporated in this study, we conducted 45
discriminant validity tests. The values of Dx are presented in Table II, and the results
indicated that the ten constructs passed this test.
Construct
No. of items
(final)
GFI
indices Means
Standard
deviation Cronbach’s a
Leadership (lead) 4 0.980 3.756 0.825 0.8580
Strategic planning (plan) 4 0.998 3.567 0.901 0.8242
Customer focus (cust) 5 0.976 3.918 0.684 0.7853
Information and analysis (info) 4 0.991 3.543 0.878 0.7992
People management (peop) 5 0.974 3.431 0.802 0.8303
Process management (proc) 6 0.978 3.601 0.707 0.7922
Group culture (grou) 4 0.992 3.667 0.819 0.9060
Developmental culture (deve) 4 0.987 3.613 0.692 0.7890
Hierarchical culture (hier) 3 –a
3.455 0.780 0.8155
Rational culture (rati) 4 0.975 3.791 0.715 0.8688
Note: a
The GFI cannot be computed because the construct only has three observed variables.
However, the loading path of each observed variable was strong, hence, supporting the validity of the
construct
Table I.
Construct validity and
reliability and the values
for composite measures
Lead Plan Cust Info Peop Proc Grou Deve Hier Rati
Leadership (lead) –
Strategic planning (plan) 100.3 –
Customer focus (cust) 215.2 160.4 –
Information and analysis (info) 153.4 70.3 234.4 –
People management (peop) 66.8 112.6 161.9 107.9 –
Process management (proc) 141.8 56.4 64.5 49.7 47.1 –
Group culture (grou) 101.1 224.0 267.1 192.7 58.1 230.1 –
Developmental culture (deve) 76.1 186.3 98.3 213.8 103.7 113.1 73.6 –
Hierarchical culture (hier) 218.4 197.3 232.5 229.5 231.1 205.8 177.3 213.9 –
Rational culture (rati) 228.4 195.6 211.8 184.0 244.6 222.2 297.2 87.2 149.2 –
Table II.
Discriminant validity
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13. The relationship between TQM practices and organizational culture
As mentioned earlier, in terms of modelling the structural relationship between TQM
practices and organizational culture, this study positioned organizational culture as the
independent variable and TQM as the dependent variable, meaning that practices are
the results or manifestations of culture, or in a similar way, culture constrains how
practices are designed and delivered. SEM was used to test the relationship between
TQM and organisational culture based on the two competing models. The choice of
SEM as the analytical tool for this study was based on two major reasons. First, in this
study TQM was considered as a construct (or a latent variable) that cannot be
measured directly or represented by a single metric unit. To our knowledge, only SEM
allows the explicit representation of a distinction between observed and latent
variables. Secondly, in the pluralist model, we examined several structural
relationships (i.e. between the four measures of organisational culture and the three
subgroups of TQM shown in Figure 3) simultaneously, and this can be done only by
using SEM.
Unitarist model. In the unitarist model, TQM is considered as a set of practices
which has a particular culture that affects all of these practices; in other words, all
TQM components are driven by a similar type of culture. As such, TQM is modelled as
a single latent variable that is measured by six observed variables, and it is explained
by the four types of cultures as shown in Figure 2.
Overall, with respect to the values of the absolute GFI indices the model suggests a
lack of fit. The value of RMSEA slightly exceeds 0.08 and the value of AGFI drops
below 0.90, respectively, which causes some concerns for such a simple model. It is also
evident from the result that there are three types of cultures, which have a significant
relationship with TQM practices, although group culture appears to be the dominant
one, followed by rational and developmental cultures. Hierarchical culture does not
show a significant relationship although the negative sign of the estimated value of the
relationship toward TQM appears to replicate the findings reported in the study by
Dellana and Hauser (1999).
Pluralist model. The pluralist model considers TQM as a multidimensional model
comprising multiple subgroups (i.e. constructs) rather than a single latent construct.
Figure 2.
The unitarist model of the
relationship between
organizational culture and
TQM practices
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14. These subgroups were tested against the four types of cultures in the CVF used in
the unitarist model. As a preliminary analysis, the relationship between organizational
culture and the six TQM practices was tested using Pearson correlation, and the result
is presented in Table III.
The findings suggest that the six TQM variables correlate at fairly similar degrees
to group, developmental and rational culture, and less strongly with hierarchical
culture, although all correlation coefficients are still significant at 0.01. As is evident
from the columns of group and developmental culture, the variables leadership,
customer focus, and people management show a relatively stronger correlation than
the other four TQM practices. On the other hand, along the column of hierarchical
culture, it appears that strategic planning, information and analysis, and process
management have the highest correlation with hierarchical culture with nearly similar
coefficient values. Therefore, to a limited degree, we have been able to identify an
antagonistic structure within TQM practices on the basis of two contrasting cultures:
hierarchical that is oriented toward control and internal on the one hand and group and
developmental that is more oriented toward flexibility.
The next step is to develop the multidimensional model of TQM by dividing the six
TQM practices into several subgroups. In building these subgroups, we centred on
several theoretical arguments although this process is still exploratory in nature. Based
on the content analysis of the six TQM practices, we came up with three subgroups,
which we labelled as TQM1, TQM2, and TQM3. TQM1 comprises leadership and
people management practices that mostly relate to human relations aspects in the
organization. This can be seen from the practices incorporated in these two constructs,
such as sharing beliefs and values, providing role models, empowerment, participative
management, creating unity between departments, training and development, creating
a quality work environment, and communication. TQM2 comprises customer focus
and process management practices, which could be associated with some elements of
control in TQM. This is because both practices are closely related to each other as the
major components of quality assurance whose primary purpose is to achieve a high
degree of conformity and minimize variation (Sitkin et al., 1994). The study by Germain
and Spears (1999) indicated that quality management positively relates to elements of
control and formalization, and the result should be attributed to the content of their
quality management construct that is very similar to the content of process
management items used in our study. TQM3, on the other hand, comprises strategic
planning and information and analysis constructs which are also considered as
representing the control element of TQM. From this point of view, both strategic
Group Developmental Hierarchical Rational
Leadership 0.759 0.676 0.305 0.628
Strategic planning 0.566 0.509 0.399 0.559
Customer focus 0.516 0.586 0.319 0.535
Information and analysis 0.569 0.493 0.398 0.549
People management 0.768 0.597 0.339 0.582
Process management 0.551 0.537 0.396 0.555
Note: All correlations are significant at p , 0.01
Table III.
Correlation between
TQM practices and
organizational culture
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15. planning as well as information and analysis practices reflect well the beginning
(i.e. planning) and ending (i.e. evaluation) phases of strategic management processes.
The processes commonly start with external and internal environmental scanning,
formulation of the strategic choice, implementation process, and conclude with control
and evaluation (Hill and Jones, 2001; Thompson and Strickland, 2003). Given that these
two steps are usually conducted in a formal and systematic manner (Mintzberg, 1993),
it is appropriate to categorize them into the control elements of TQM although we
separate them from the TQM2 subgroup (i.e. customer focus and process
management). In sum, while both of these constructs have to do with control, the
TQM2 elements focus on processes and might involve a more operations focus, while
TQM3 relates more to the bigger picture, with its emphasis on planning and external
elements of the strategic management process, and its orientation is more toward the
entire business.
However, given that both TQM2 and TQM3 represent control elements, it is
necessary to test whether these two subgroups should be combined into one subgroup
or stand as separate entities. For this purpose, two competing models of
multidimensional TQM were tested. The first competing model comprises three
TQM subgroups as described above, whilst the second competing model comprises
two TQM subgroups, with TQM2 and TQM3 being combined into one subgroup. The
result of these two measurement models indicates that the first competing model has a
significantly better fit (at p , 0.05), based on the discrepancy of the chi-square value
(Dx) and the degree of freedom.
The structural model to examine the relationship between the four cultural
dimensions with the three TQM subgroups is shown in Figure 3. In analysing this
model, SEM was used for model generation purposes that involve a blend of
exploratory and confirmatory, ahead of the strictly confirmatory approach. In model
generation applications, when an initial model does not fit the data, it can be modified
by deleting, adding, and/or modifying paths in the model (as suggested by
modification indices), then re-tested using the same data set. The final purpose is to
establish a model that makes theoretical sense and reasonable correspondence to
Figure 3.
The pluralist model of the
relationship between
organizational culture and
TQM practices
TQM and
organizational
culture
1115
16. the data (Joreskog, 1993; Bollen and Long, 1993; McCallum, 1995). With four by three
relationships, there were twelve paths that needed to be estimated. However, the initial
findings showed that not all of these 12 paths were significant. The non-significant
paths of the initial structural relationship were then deleted, and this resulted in
improvement of the GFI indices of the model. This process was continued until the best
competing model was established. The final model is shown in Figure 3, and the GFI
indices suggest that the model is robust even though the number of estimated
parameters is far more complex than the first model. Eight out of twelve paths of
structural relationship were found to be significant (at p , 0.01) as shown in Figure 3.
The findings once again suggest that group culture is the most dominant among
these four cultural dimensions. It significantly relates to the three TQM subgroups.
The other relationship provides sensible results where TQM1 is driven by a group and
developmental culture. Both group and developmental cultures represent the
flexible-type cultures that match the characteristics of the TQM1 subgroup, which
comprises human factors, which are leadership and people management. TQM2 is
related to both developmental and rational cultures; meaning that this subgroup is
driven by a combination of cultures that balance the flexibility and control
orientations, which are also external-oriented. Both cultures fit the characteristics of
the TQM2 subgroup that comprises customer focus and process management that
focus on the external environment (i.e. customer needs) but at the same time emphasize
productivity and performance. TQM3 as expected is more concerned with an internal
and control orientation that is reflected by its relationships with rational and
hierarchical culture in addition to the most dominant sub-culture, group culture.
Overall, the findings of the pluralist model indicate an interesting shift of cultural
emphasis between the three TQM subgroups. TQM1 is that which is “purely”
flexible-oriented, followed by TQM2 which comprises both flexible and control
orientations, and finally TQM3 which is the most control-oriented.
Comparing the two models of the structural relationship between organizational
culture and TQM practices, it is obvious that the pluralist model is shown to be a better
model as indicated by the values of the GFI indices. The result is also more revealing
particularly in the case of hierarchical culture, which appears to have no significant
relationship with TQM in the unitarist model (Figure 2). Therefore, the
multidimensional model of TQM practices and cultures is supported here.
Discussion
The findings above provide evidence of the need for managing multidimensional
elements within TQM that reflect multidimensional cultures. In particular, although
they may be seen as somewhat controversial, the findings do support the existence of
the mechanistic-type culture within TQM practices, represented by the TQM3
subgroup. This finding is even more important as a counterbalance of the “bias”
towards group and developmental culture which has dominated the literature on TQM
as noted in the earlier section. Therefore, the findings substantiate the idea of the
juxtaposition of different elements of TQM, the control and people-centred elements,
and that the coexistence of both elements does not necessarily cause a situation where
one can undermine the other. The paradoxical combinations of these cultures concur
with the findings of past studies in the area (Buenger et al., 1996; Kalliath et al., 1999;
Zammuto and Krakower, 1991). This finding also supports the underlying assumption
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17. of the competing values model with regard to the importance of balance. This is
because, when organizations overemphasize one culture and ignore the other, they may
become dysfunctional and the “single” culture may turn out to be weaknesses (Denison
and Spreitzer, 1991).
The importance of this issue can also be viewed from a strategic point of view in
relation to the escalating pressure for organizations to pursue more complex, often
inconsistent, aspects of performance. In this regard, Benner and Tushman (2003)
highlight the idea of dynamic capabilities that integrate the firm’s abilities for both
exploitation – which emphasizes control – and exploration – which promotes
flexibility. We believe that such integration concurs with the need to appreciate the
coexistence of control and people-centred cultures within the organization as identified
in this study. Supporting this proposition, Denison and Spreitzer (1991) specifically
affirm the need to incorporate and balance all four cultural types that represent the
capacity to respond to a wide set of environmental conditions.
By and large, the coexistence of the control and people-centred models implies that
TQM calls for a synthesis of these antagonistic elements within an organization. As
Thompson (1998) affirms, the need for managing the cultural paradox could be one of
the primary issues of TQM and the biggest challenge for organizations that
implement it. The major implication of this finding is that organizations need to
accommodate divergent goals by developing a system and/or structure that allows
enough flexibility for adapting different (even contrasting) management styles, hence,
swinging comfortably between control and flexibility and between internal and
external orientations, which is known as the “ambidextrous” approach (Tushman,
1996). We believe that this issue is worthy of examination for research on TQM in
the future.
Conclusion
It is our hope that the present study helps to nurture a dialog that explores these and
other relationships between TQM and culture. Our results support the pluralist view,
yet it still opens further debate in the area, particularly between the organizational
versus departmental the level. Intuitively, one may argue that multidimensional
cultures are applicable only at the organizational level, but once we look into specific
parts of the organization we will find subgroups of culture, which are more
homogenous, according to the specific task(s) they face. For example, developmental
culture can be found to be more prevalent in the R&D function, whilst rational or
hierarchical culture is more alive in the (manufacturing) production function.
Further, the implications of this research raise questions regarding the most
appropriate combination of cultures for TQM. One might posit that the answer to this
question hinges on variables such as industry sector and strategic goals of the
organizations. We need to examine further if our findings would be different when
such control variables are added. Also, it would be interesting to explore if the
configuration of TQM subgroups will vary, in contingent on these factors, as
suggested by Sitkin et al. (1994) and Spencer (1994). In this regard, we may find
different configurations of TQM based on different levels of the three subgroups,
contingent to these external and internal control variables. For example, firms
operating in a stable industry would emphasis more the control elements of TQM (i.e.
TQM2 and TQM3) compared to those operating in a dynamic environment.
TQM and
organizational
culture
1117
18. Another important issue is related to the effectiveness of these cultures in
determining organizational performance. For example, the studies by Powell (1995)
and Samson and Terziovski (1999) suggest that the “soft” factors of TQM – associated
with TQM1 in this study – were found to be the strongest predictors of organizational
performance. On the other hand, the “hard” factors – associated with the TQM3
subgroup in this study – did not show any significant relationship with organizational
performance. Does this lead to a conclusion that the cultures supporting these practices
(i.e. group and developmental cultures) are the best and therefore should be nurtured,
and at the same time, hierarchical factors – which underlie TQM3 – should be
suppressed? If so, under what conditions?
Finally, this study considers organizational culture as the antecedent of TQM
practices. However, as mentioned in the literature review section, there are many
arguments that promote TQM as a vehicle for organizational change, including the
cultural element. We believe that the recursive effect between TQM and organizational
culture would be an interesting topic to examine although it can only be done using a
longitudinal study.
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