Cultural change: crucial for the implementation of TQM

Vermeulen, Werner

doi:10.1108/09684879710156522

Cited by 14 publications

(11 citation statements)

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“…In the literature review, the need for an understanding of the culture of an organisation was seen as crucial to implementing quality programmes (Anjard, 1995). Poirier and Tokarz (1996), Vermeulen (1997), Chin and Pun (2002) and Bardoel and Sohal (1999) discussed carrying out a cultural assessment before implementing TQM or similar initiatives. In Cases A, B and C there was no attempt to assess the overall culture or any of the more detailed cultural aspects explored in this paper.…”

Section: Findings and Discussionmentioning

confidence: 99%

“…Poirier and Tokarz (1996) argue the importance of understanding the culture of an organisation in order that allowances can be made for this in implementation. Vermeulen (1997) advocates diagnosing and analysing the character of the organisation to identify potential barriers to change. The research of Bardoel and Sohal (1999) with seven cases of TQM implementation suggests that an analysis of the organisation, using cultural auditing tools, can help with the design of a successful TQM implementation programme.…”

Section: Culture/context Assessmentmentioning

confidence: 99%

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The effect of academic culture on the implementation of the EFQM Excellence Model in UK universities

Davies

Douglas

2007

Quality Assurance in Education

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PurposeThe paper seeks to explore the effect of academic culture on the implementation of the European Foundation for Quality Management's (EFQM) Excellence Model in UK universities.Design/methodology/approachA literature review reveals several aspects, which collectively define the academic culture in UK universities. These aspects were explored in four case studies of the implementation of the EFQM Excellence Model in UK universities.FindingsIt was found that certain of these aspects had a good “cultural fit” with the EFQM Excellence Model and its underpinning concepts and others acted as cultural barriers to the implementation of the model.Research limitations/implicationsThe research only covers four cases and is therefore only generalisable back to theory rather than to the population of UK university academic units. The paper identifies aspects of academic culture.Practical implicationsThe paper proposes an ideal mix of cultural aspects to facilitate implementation of the EFQM Excellence Model. Strategies are recommended for dealing with situations where the assessed academic culture does not fit well with the use of the model. These strategies include both attempts to influence and change the academic culture to provide a better fit with model and also suggested amendments to the use of the model to provide a better fit with the academic culture.Originality/valueThis paper makes a contribution to the understanding of academic culture and its effect on the implementation of a quality improvement methodology. Academic managers in universities may find its recommendations useful if planning a similar implementation.

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Section: Findings and Discussionmentioning

confidence: 99%

Section: Culture/context Assessmentmentioning

confidence: 99%

The effect of academic culture on the implementation of the EFQM Excellence Model in UK universities

Davies

Douglas

2007

Quality Assurance in Education

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“…Successful implementation of these practices means making them a permanent part of how things are to be done in the service settings. Most changes in organizations have a social component because the change usually involves people, and making the policies, procedure, and practices people friendly is the key to success (Sebastianelli and Tamimi, 2003;Huq and Martin, 2001;Vermeulen, 1997) in a service setting. Management must become cognizant and accordingly, plan for the social challenges that will arise from proposed change initiatives.…”

Section: Research Questionsmentioning

confidence: 99%

Managing change: a barrier to TQM implementation in service industries

Huq

2005

Managing Service Quality: An International Journal

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Purpose -This paper focuses on six change management issues that address quality management practices in the service sector, difficulty in taking a holistic approach to total quality management (TQM) implementation in the service environment, and the challenges of delivering organizational reform through TQM. Design/methodology/approach -The study employs a quasi-qualitative case study methodology. Twenty service companies from health care, insurance, consulting, and banking and financial services were studied over a period of two years to assess their change management practices for implementing TQM. Findings -The findings point to a less than total implementation of TQM in the studied companies. Among other issues, unrealistic expectations of employee commitment, absence of process focus, lack of organization around information flow, holes in education and training, and failure to create a continuous improvement culture contributed significantly towards failure. More successful companies focused on avoiding these potholes with strong leadership that emphasized strategic and tactical planning.Research limitations/implications -Based on one successful company, the study provides a guideline for successful TQM implementation in a service setting. However, with only one successful company, it would be difficult to generalize to other companies unless future research investigates other successful companies in similar industries, similar economic environment, and market conditions. Originality/value -The value of the paper lies in the lessons learned that when real and actual approaches to change management follow academic models and techniques of change management, the ability to develop and implement organization-wide change progresses more smoothly.

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“…2. Some challenges to interprofessional working (Rawson 1994, Vermeiden 1997, Porter et al 1998, Poulton and West 1999, Stevenson 1999, Williams and Laungani 1999 where an issue was ambiguous. Mocellin (1995) believed that threats to core professional assumptions led to considerable efforts being made to enforce professional conformity, which might undermine collaborative efforts.…”

Section: Group Thinkmentioning

confidence: 99%

The Single Assessment Process: An Opportunity for Collaboration or a Threat to the Profession of Occupational Therapy?

Cohen¹

2003

British Journal of Occupational Therapy

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The single assessment process is being introduced into the care of older people across health and social services in order to streamline assessments, target resources carefully and improve client-centred practices with a focus on outcomes. Health professions may view this change as a threat because it recommends collaborative working practices that are outside professional tribal boundaries; occupational therapy may be perceived as particularly sensitive to such threats. In order to work in new ways and survive change, learning needs to take place both formally and informally and structures that facilitate the development of professional roles and responsibilities need to exist at organisational level.

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Cultural change: crucial for the implementation of TQM

Cited by 14 publications

References 1 publication

The effect of academic culture on the implementation of the EFQM Excellence Model in UK universities

The effect of academic culture on the implementation of the EFQM Excellence Model in UK universities

Managing change: a barrier to TQM implementation in service industries

The Single Assessment Process: An Opportunity for Collaboration or a Threat to the Profession of Occupational Therapy?

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