Managers’ Reaction to Total Quality Management in U.S. Business Schools

Abstract

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Conditioning factors of an organizational learning culture

“…Finally, from the results centered on quality, of the total 107 top managers questioned about their degree of involvement in total quality management (TQM), 2 (1.9 percent) answered that the definition of Dellana et al (1998) did not apply to the firm, 10 (9.3 percent) answered that it applied little, 25 (23.4 percent) that it applied moderately, 43 (40.2 percent) that it applied very much, and 27 (25.2 percent) that it applied totally. This variable – the approach to TQM – is significantly related to both dimensions of learning culture: r =0.29 ( N =94; p =0.005) with internal integration and r =0.24 ( N= 100; p =0.016) with external adaptation.…”

“…The section of the interview script centered on quality was based on Dellana and Hauser (2000), Dellana et al (1998), and Shipton et al (2002), who assessed quality issues in their studies. Our intention was to seek information beyond quality certification.…”

“…Our intention was to seek information beyond quality certification. Specifically, the organization's approach to total quality management (TQM) was determined by confronting interviewees with the Dellana et al (1998) definition of TQM[2], asking them to rate, from 1 – not applies to 5 – totally applies, the degree to which this definition applied to their companies.…”

“…“A management philosophy that stresses a customer focus through enhanced communication, cross‐functional teaming for problem solving, continuous improvement of business processes, and worker empowerment for management decisions and process improvements” (Dellana et al , 1998, p. 82).…”

Is organizational learning culture a good bet?

“…The organization’s approach to TQM was assessed by putting a definition of TQM to the CEO of each company (or his/her representative), in an interview situation, and asking them to rate, from 1 – does not apply to 5 – totally applies, the degree to which this definition applied to their companies. The definition used was “a management philosophy that stresses a customer focus through enhanced communication, cross-functional teaming for problem solving, continuous improvement of business processes, and worker empowerment for management decisions and process improvements” (Dellana et al , 1998, p. 82).…”