Quality Management and Organizational Change

  • Françoise Chevalier
Part of the Focus Dienstleistungsmarketing book series (FDM)


Quality programs are becoming widespread in companies. Nonetheless their implementation is not always easy and often involves several difficulties. This paper presents the results of the research we have conducted in five companies.

Our research illustrates that very rigid, “standardized strategies” for change have led to difficulties. On the contrary, “heuristic strategies” for change have given rise to good results. These heuristic strategies for change implementation are essentially characterized by trying to deal with a number of contradictory phenomena within organizations rather than attempting to suppress them. A Company’s ability to apprehend and manage contradictions within organizations determines the development of quality programs and their degree of success.

These different approaches to the change process usually stem from very different underlying assumptions about the nature of people and organizations. Depending on the way people and organizations are viewed, change implementation will be quite different. Organizational models filter and focus attention.

Finally, it is not solely “what you change” that is important; it is also “how you change”. In other words, the nature of change does not necessarily determine the change process.


Quality Management Change Process Organizational Change Leadership Style Organizational Design 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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Copyright information

© Springer Fachmedien Wiesbaden 1999

Authors and Affiliations

  • Françoise Chevalier

There are no affiliations available

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