The Rhetoric and Reality of 'Process Control' in Organisational Environments With a TQM Orientation: The Managers' View

Soltani, E. and Wang, W.Y. and Singh, A. and Liao, Ying-Ying (2010) The Rhetoric and Reality of 'Process Control' in Organisational Environments With a TQM Orientation: The Managers' View. Total Quality Management and Business Excellence, 21 (1). pp. 67-77. ISSN 1478-3363 . (The full text of this publication is not available from this repository)

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Official URL
http://dx.doi.org/10.1080/14783360903492637

Abstract

This paper offers a defence of total quality management (TQM) initiatives as an integral part of business strategy for maintaining competitive advantage. It takes issue with one argument against it: that there exist ambiguity and contradiction in using 'process control' to exert control over the workforce to bring about the desired outcomes of TQM, and therefore it might be seen as a follow-up to scientific management. The paper adopts a qualitative approach in the form of three case studies. Data from 47 managers representing a variety of managerial levels indicate that the increased control over the workforce is indirect through the increased control over the work process, and that TQM initiatives can be used as the vehicle for achieving what most of the managers search for: higher organisational performance through more effective use of the capabilities and inclinations of their workforce. However, the study further highlights the danger that the promised TQM benefits could be vulnerable to management bias towards control, leading to its failure in the long term.

Item Type: Article
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Faculties > Social Sciences > Kent Business School > Management Science
Depositing User: J. Ziya
Date Deposited: 23 Sep 2010 15:08
Last Modified: 22 Nov 2011 12:59
Resource URI: http://kar.kent.ac.uk/id/eprint/25549 (The current URI for this page, for reference purposes)
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