Title: Total Quality Management and corporate culture: a case study examination

Authors: J.M. Daniels, B.G. Dale

Addresses: Quality Management Centre, Manchester School of Management, UMIST, Manchester, UK. ' Quality Management Centre, Manchester School of Management, UMIST, Manchester, UK

Abstract: This paper examines the relationship between Total Quality Management (TQM) and corporate culture. The work has been carried out in a single and self-contained operational unit of a major UK commercial organisation. The organisation is seeking to develop a corporate culture compatible with the rapidly evolving business environment and, in conjunction, with its adoption of TQM. Two distinct approaches have been used in the research to establish some reference points against which culture change can be measured. Amongst the main findings are: it is important to clarify the process issues which facilitate meaningful and measurable cultural change; the value of establishing a clear and logical process to deliver defined objectives should not be underestimated; key parameters which reflect the behaviour and attitudes expected of people need to be identified; and determine the important dimensions or parameters against which corporate culture can be assessed and tracked and decide how these should be measured.

Keywords: achievement culture; competition; corporate culture; organisational culture; cultural change; legislative change; technology change; personal action plans; power culture; Role Councils; quality improvement projects; questionnaire; role culture; support culture; total quality management; TQM.

DOI: 10.1504/IJVD.1993.061827

International Journal of Vehicle Design, 1993 Vol.14 No.2/3, pp.103 - 117

Published online: 28 May 2014 *

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