Sectoral investigation of management mind-sets and management behaviours

Author: Taylor W. Andrew  

Publisher: Routledge Ltd

ISSN: 1360-0613

Source: Total Quality Management, Vol.7, Iss.4, 1996-08, pp. : 385-400

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Abstract

This is the second of two papers examining the responses of senior executives in 682 organizations to a range of total quality management (TQM) related issues. The first paper concentrated on an analysis of their attitudes and perceptions about five topics, namely awareness and understanding of TQM, intentions to improve organizational performance, strategic orientation and knowledge of customer satisfaction levels. Two hypotheses were formulated relating to the continued dominance of the manufacturing sectors in TQM and the influence of export orientation upon sectoral implementation. This second paper follows up these issues, exploring associated implementation behaviours in these organizations. The underlying assumption that behaviours should largely reflect the attitudes and perceptions of the senior executives is shown to be valid. The potential for dysfunctionality between espoused behaviours and actual behaviours in use is also explored and some instances of this phenomenon are highlighted. Many senior executives may make claims about their commitment to quality improvement and customer satisfaction, but absence of fundamental practices, such as measurement of customer satisfaction, renders the arguments difficult to sustain. The paper lays a foundation for further longitudinal study of these sectors. It makes predictions about the likelihood of success and failure on a sectoral basis and highlights areas where a complementary research methodology will be required. It concludes by discussing possible solutions to the problems identified, suggesting that true organizational self-assessment might be more effective than further government intervention.