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Beyond TQM Programmes

Beyond TQM Programmes The failure rate of TQM interventions exceeds 75 per cent. Contends that it is missteps in the implementation of TQM – and other associated change efforts such as process re‐engineering – that undermine the likelihood that the intervention will contribute in a significant and lasting way to the competitive effectiveness of the organization. Using three case examples of TQM efforts, suggests that the implementation process must succeed in unhooking the organization from its traditional hierarchical and functional moorings and reattach it to horizontal, cross‐functional processes. To do this, the intervention process must address six distinct but interconnected stages of unhooking and reattachment and do so in a logical, sequential way. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Change Management Emerald Publishing

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Publisher
Emerald Publishing
Copyright
Copyright © 1994 MCB UP Ltd. All rights reserved.
ISSN
0953-4814
DOI
10.1108/09534819410056087
Publisher site
See Article on Publisher Site

Abstract

The failure rate of TQM interventions exceeds 75 per cent. Contends that it is missteps in the implementation of TQM – and other associated change efforts such as process re‐engineering – that undermine the likelihood that the intervention will contribute in a significant and lasting way to the competitive effectiveness of the organization. Using three case examples of TQM efforts, suggests that the implementation process must succeed in unhooking the organization from its traditional hierarchical and functional moorings and reattach it to horizontal, cross‐functional processes. To do this, the intervention process must address six distinct but interconnected stages of unhooking and reattachment and do so in a logical, sequential way.

Journal

Journal of Organizational Change ManagementEmerald Publishing

Published: Apr 1, 1994

Keywords: Commercial Nuclear Fuel Division; Implementation; Management; Midwest Data Services; Organizational change; Top management; TQM

References

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