Implementing total quality management

Radovilsky, Zinovy; Gotcher, J.William; Slattsveen, Sverre

doi:10.1108/02656719610108279

Cited by 30 publications

(8 citation statements)

References 3 publications

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“…Finally, managers reported that the leaders (managers) were less likely to practice TQM principles than the organisations' followers (employees). Radovilsky et al (1996) attempted to determine where companies experienced difficulties in implementing TQM programmes. The survey results revealed that 75.5 per cent of the respondents perceived their TQM programmes as good or excellent in terms of quality improvement, while the remainder evaluated their programmes as fair or poor.…”

Section: Challenging Nature Of Quality Implementationmentioning

confidence: 99%

Moving the quality effort forward – the emerging role of the middle manager

Harrington

Williams

2004

Managing Service Quality: An International Journal

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Improving quality has become the goal of many organisations and introducing such programmes has resulted in several accounts documenting the risks and failures attached to implementing these quality initiatives. Middle management resistance has been cited as a common form of resistance, though it is widely recognised, even among the managerial groups, that commitment from this level within the organisation is essential if implementation is to have any chance of success. However, some writers believe that the middle management position is misunderstood and that the quality drive by the organisation pushes this group into a stance of resistance. Regardless of whether the resistance is intentional or unintentional, there are serious managerial implications resulting from this problem, many of which carry strategic implications for the firm.

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Section: Challenging Nature Of Quality Implementationmentioning

confidence: 99%

Moving the quality effort forward – the emerging role of the middle manager

Harrington

Williams

2004

Managing Service Quality: An International Journal

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“…Other impediments to the success of TQM were named, including the competitiveness of the market, workers with unproductive attitudes and incompetent fi eld managers. Several authors report other problems in TQM implementation: low quality standards (Gitlow, 1990) , failure to measure quality (Baltz, 1992, Rategan, 1992 , lack of incentives for employees consistently to provide quality goods and services (Papa, 1993) , and insuffi cient commitment by management to implementing quality (Maul and Gillard, 1993) (Radovilsky et al ., 1996) .…”

Section: Quality As ' Quick Fix ' or Integrated Long Term Plan?mentioning

confidence: 99%

Quality Management Initiatives in Irish Hotels — Emerging Agendas in a Changing Environment

Harrington¹,

Keating²

2006

Tourism and Hospitality Research

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Denis Harrington is Head of GraduateBusiness, School of Business at Waterford Institute of Technology and directs a number of research projects in the area of change management in the services sector. His research interests include middle management resistance in strategic quality implementation and the leadership challenges involved in directing new management initiatives. He has published in a range of international journals and has co-authored Managing Quality in Tourism, published by Oak Tree Press, Dublin. ABSTRACT KEYWORDS: quality , hotels , Ireland , quality methodologies This paper reports a quantitative study on the implementation of quality programmes in the Irish hotel industry. An extensive survey was carried out of all hotels registered with the Irish Tourism board. The study assesses the level to which Irish hotels use formal quality methodologies to manage quality in their organisations. Analysis of the data indicates that adoption of formal methodologies within the sector is limited. While quality management is focused on involvement, communication, and teamwork, the study suggests that the management of quality in contemporary Irish hospitality organisations is lacking in precisely these dimensions. The paper concludes that training and development for quality is fragmented and intermittent at best. Irish hoteliers while recognising the importance of quality have few specific quality mechanisms in place.

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“…[10]). Failure rates of up to 70% or 80% are mentioned [11]. Obviously this has generated a lot of research into the reasons for failure or success and solutions to overcome problems.…”

Section: Theories On CI Implementationmentioning

confidence: 99%

“…Some researchers have identified exogenous, i.e. contingency, factors that influence the implementation process and outcomes [11,12]. Examples include:…”

Section: Theories On CI Implementationmentioning

confidence: 99%

The problem of using hierarchy for implementing organisational innovation

Schuring¹,

Harbers²,

Kruiswijk³

et al. 2003

IJTM

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Neither science nor practice seems to regard the implementation of a continuous improvement (CI) program as a problematic organisational innovation. Many organisations do not regard CI implementation as a major change and tend to use their existing hierarchy to organise and manage the process. There is no specific literature on CI program implementation processes. This article shows that the implementation of a CI program is a nontrivial and actually problematic process, especially if the program is implemented using the existing hierarchy. Two case studies are presented to illustrate and discuss the problems related to this strategy, showing that the hierarchical approach is not suited for furthering, detailing and implementing the general ideas behind CI. Yet, this is exactly what this design-and-learn type of organisational innovation needs. In our case studies, all the people involved need to learn about the CI program, appreciate its value and develop their role in it. Using the existing hierarchy does not seem to enable this. Rather, CI appears to need what could be called, 'participative embedding'.

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Implementing total quality management

Cited by 30 publications

References 3 publications

Moving the quality effort forward – the emerging role of the middle manager

Moving the quality effort forward – the emerging role of the middle manager

Quality Management Initiatives in Irish Hotels — Emerging Agendas in a Changing Environment

The problem of using hierarchy for implementing organisational innovation

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