An Empirical Investigation of Management Understanding of Process Control: The Case of Quality Driven Organisations

Soltani, Ebrahim and Lai, Pei-Chun and Phillips, Paul A. (2008) An Empirical Investigation of Management Understanding of Process Control: The Case of Quality Driven Organisations. New Technology, Work & Employment, 23 (1-2). pp. 125-142. ISSN 0268-1072. (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided)

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Abstract

By drawing on multi-case data, there is some evidence to suggest that total quality management (TQM) effectiveness can be viewed as a direct function of the controlling mechanisms that senior managers created prior to TQM implementation. More importantly, control tools of TQM were not used by non-managerial employees, with which they could reduce variability or achieve uniformity; rather, they were regarded as a weapon used by their managers against them.

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 15:12
Last Modified: 03 Jun 2014 14:16
Resource URI: https://kar.kent.ac.uk/id/eprint/25541 (The current URI for this page, for reference purposes)
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