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Improving Theory and Research on Quality Enhancement in Organizations Report of a Workshop (1997) / Chapter Skim
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Pages 11-15

The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
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From page 11...
... What role do wider environmental actors such as industrial trade associations, trade unions, and governmental agencies play in providing a more or less supportive infrastructure for TQM adoption? The effect of the Malcolm Baldrige National Quality Awards in encouraging the diffusion of TQM practice provides an interesting instance of such forces.
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From page 12...
... Such definitions are encouraged by the Malcolm Baldrige National Quality Award, for example, which stresses the importance of a "widespread systematic organizational focus on quality improvement." An even broader definition would take into account the effects of organizational activities on employee well-being. Finally, some advocates would insist that an organization must be assessed in terms of its effect on an every wider range of individuals often termed "stakeholders" who are affected by the organization.
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From page 13...
... However, most participants favored the view that TQM goes beyond human resource management to take into account new technologies, the reorganization of work, new statistical measures, etc. Participants also agreed that it would be very useful to identify the particular aspects of TQM strategies that affect organizational change, both directly and indirectly.
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From page 14...
... Hackman and Wageman outline four principles to guide organizational strategies to improve quality performance. First, it is important to focus on work processes: the quality of products and services can be directly linked to the processes that produce them.
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From page 15...
... THE CULTURE OF QUALITY The topics discussed above focused on the various practices and outcomes that are associated with TQM, such as the processes used in the production of goods and services, the quality of those products, and the resulting customer satisfaction. In the literature, these have been referred to as the small "q" in quality research as compared to the big "Q" in quality research, which encompasses organizational quality and the overall functioning of the organization.
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Key Terms

  • malcolm baldrige
  • work processes
  • quality research
  • baldrige national
  • quality culture

  • organizational change
  • quality improvement
  • quality management
  • various practices
  • national quality

  • defining quality
  • quality movement
  • management heuristics
  • improvement program
  • wageman outline

  • tomoko hamada
  • calls attention
  • identify five
  • statistical measures
  • comprehensive strategy

  • tqm approaches
  • measuring performance
  • future exploration
  • organizational focus
  • exploration include

  • goes beyond
  • entire management
  • five core
  • assess quality
  • highly empirical


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