Title: The impact of implementing total quality management on organisational structure

Authors: Zahra Aghasizadeh; Mohammad Aghdassi; Bakhtiar Ostadi

Addresses: Department of Industrial Engineering, College of Engineering, Tarbiat Modares University, Tehran, Iran ' Department of Industrial Engineering, College of Engineering, Tarbiat Modares University, Tehran, Iran ' Department of Industrial Engineering, College of Engineering, Tarbiat Modares University, Tehran, Iran

Abstract: This study is an investigation of the effect of implementing total quality management (TQM) on organisational structure based on the plan–do–check–act cycle. By accomplishing a questionnaire, information elicited from quality experts working in various organisations. The results of statistical analysis (descriptive statistics, paired t-test and Pearson correlation coefficient) showed a strong and meaningful relationship between the level of informal components (trust-based relationship, externally oriented interactive relationship and emotionally inclusive relationship) and the implementation of TQM. Actually, TQM could increase the level of these components. On the other hand, formal components, the level of centralisation and the complexity of structure decreases and the level of formalisation remained unchanged. The results specified that departmentalisation is more process-oriented. Therefore, the implementation of TQM focuses on a simultaneous attention to formal and informal components of structure. The research findings will provide managers an opportunity to make decision and apply TQM to their own organisations.

Keywords: TQM; total quality management; organisational structures; restructuring; change management; PDCA; plan do check act; quality experts; statistical analysis; descriptive statistics; paired t-test; Pearson product-moment correlation coefficient; PPMCC; PCC; Karl Pearson; informal components; trust-based relationships; externally oriented interactive relationships; emotionally inclusive relationships; formal components; centralisation; structural complexity; formalisation; departmentalisation; process-oriented activities; informal components; productivity management.

DOI: 10.1504/IJPQM.2012.047193

International Journal of Productivity and Quality Management, 2012 Vol.9 No.4, pp.472 - 485

Received: 08 May 2021
Accepted: 12 May 2021

Published online: 05 Jun 2012 *

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