Advertisement

Quality Management and Organizational Change

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

Abstract

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.

Keywords

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.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Beer, M./Eisenstat, R.A./Spector, B. (1990): Why change programs don’t produce change, in: Harvard Business Review, Vol. 68, No. 6, pp. 158–166.Google Scholar
  2. Beer, M./Spector, B. (1993): Organizational diagnosis: Its role in organizational learning, in: Journal of Counseling and Development, Vol. 71, No. 7/8, pp. 642–650.Google Scholar
  3. Berger, L.A./Sikora, M.J. (1994): The Change Management Handbook, New York.Google Scholar
  4. Chevalier, F. (1987): Les cercles de qualité à bout de souffle?, in: Annales des Mines, Gérer et Comprendre.Google Scholar
  5. Chevalier, F. (1991): From quality Circles to total quality, in: The International Journal of Quality and Reliability Management, Vol. 8, No. 4, pp. 9–24.Google Scholar
  6. Chevalier, F. (1991): Cercles de qualité et Changement Organisationnel, Paris.Google Scholar
  7. Chevalier, F./Segalla, M. (1996): Organizational Behaviour and Change in Europe -Case Studies, London.Google Scholar
  8. Chevalier, F./Bournois, F. (1998): Doing research with foreign Colleagues: a project life cycle approach, in: Journal of Managerial Psychology, Vol. 12, No. 3/ 4 pp. 206–213.Google Scholar
  9. Cole, E.R. (1995): The Death and Life of the American Quality Movement, Oxford.Google Scholar
  10. Crosby, P.B. (1979): Quality is Free, New York.Google Scholar
  11. Crozier, M./Friedberg, E. (1977): L’acteur et le système, Le Seuil.Google Scholar
  12. Duck, J.D. (1993): Managing change: The art of balancing, in: Harvard Business Review, Vol. 71, No. 6, pp. 109–118.Google Scholar
  13. Friedberg, E. (1993): Le pouvoir et la règle, Le Seuil.Google Scholar
  14. Guillen, M.F. (1994): Models of Management, Work, Authority and Organization in a Comparative Perspective, Chicago.Google Scholar
  15. Handy, C. (1993): Understanding Organizations, Oxford.Google Scholar
  16. Hurst, D.K. (1984): Of boxes, buffies and effective management, in: Harvard Business Review, Vol. 62, No. 3, pp. 78–88.Google Scholar
  17. March, J.G./Simon, H.A. (1958): Organizations, New York.Google Scholar
  18. Morgan, G. (1986): Images of Organizations, Newbury Park.Google Scholar
  19. Morin, P. (1988): Pratiques du changement organisationnel, in: Revue Française de Gestion, No. 68, pp. 60–66.Google Scholar
  20. Moss K./Stein, R./Barry, A./Tick, T.D. (1992): The Challenge of Organizational Change, New York.Google Scholar
  21. Nutt, P. (1986): Tactics of Implementation, in: Academy of Management Journal, Vol.29, No. 2, pp. 230–261.Google Scholar
  22. Pettigrew, A./Whipp, R. (1991): Managing Change for Competitive Success, Oxford.Google Scholar
  23. Ouinn, J.B. (1980): Strategies for Change: Logical Incrementalism, Homewood, Illinois.Google Scholar
  24. Schein, E.H. (1988): Organizational Psychology, 3d ed., Englewood Cliffs, New Jersey.Google Scholar
  25. Tichy, N.M. (1983): Managing Strategic Change. Technical, Political and Cultural Dynamics, New York.Google Scholar
  26. Tichy, N.M./Hornstein, M./Nisberg, J. (1977): Organization diagnosis and intervention strategies: Developing emergent pragmatic theories of change, in: Burke, W.W. (ed.): Current Issues and Strategies in Organization Development, New York.Google Scholar
  27. Weick, K.C. (1979): The Social Psychology of Organizing, Reading, Mass.Google Scholar
  28. Wilkinson, A./Willmatt, H. (1995): Making Quality Critical. New Perspectives on Organizational Change, London.Google Scholar
  29. Wilson, D.C. (1992): A Strategy of Change. Concepts and Controversies in the Management of Change, London.Google Scholar

Copyright information

© Springer Fachmedien Wiesbaden 1999

Authors and Affiliations

  • Françoise Chevalier

There are no affiliations available

Personalised recommendations