Why total quality management programs do not persist: The role of management quality and implications for leading a TQM transformation
Why total quality management programs do not persist: The role of management quality and implications for leading a TQM transformation
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DOI：
10.1111/j.1540-5414.2003.02640.x
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发表时间：
2003-09-01
影响因子：
5.5
通讯作者：
Beer, M
中科院分区：
文献类型：
--
作者：
Beer, M
自顶向下的全面质量管理（TQM）程序常常不能在组织中产生深刻和持续的变化。它们成为一种时尚，很快就被另一种时尚所取代。制度化TQM的失败可以归因于高层管理人员对TQM意图的花言巧语与在组织的各个子单元中实施TQM的现实之间的差距。由于每个亚单位的管理质量不同，这个差距也不同。管理质量意味着高级团队的能力：(1)发展对新的TQM方向的承诺，并采取与之一致的行为和决策，(2)发展实施TQM所需的跨职能机制、领导技能和团队文化，以及(3)创造一个关于TQM转型进展的公开对话的氛围，这将使学习和进一步的变化成为可能。只有当最高管理层要求并最终制度化一个诚实的组织范围内的对话，在公司的每个子单位中显示有关管理质量的有效数据，并导致管理质量的变化或更换经理时，TQM转型才会持续下去。
Top-down total quality management (TQM) programs often fail to create deep and sustained change in organizations. They become a fad soon replaced by another fad. Failure to institutionalize TQM can be attributed to a gap between top management's rhetoric about their intentions for TQM and the reality of implementation in various subunits of the organization. The gap varies from subunit to subunit due to the quality of management in each. By quality of management is meant the capacity of senior team to (1) develop commitment to the new TQM direction and behave and make decisions that are consistent with it, (2) develop the cross-functional mechanisms, leadership skills, and team culture needed for TQM implementation, and (3) create a climate of open dialogues about progress in the TQM transformation that will enable learning and further change. The TQM transformations will persist only if top management requires and ultimately institutionalizes an honest organizational-wide conversation that surfaces valid data about the quality of management in each subunit of the firm and leads to changes in management quality or replacement of managers.