Creating a new organizational culture : the key to total quality management in the public sector
By: KIM, Pan S
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Contributor(s): PINDUR, Wolfgang.
Material type: 
ArticlePublisher: New York : Marcel Dekker, 1995International Journal of Public Administration - IJPA 18, 4, p. 675-709Abstract: Total Quality Management (TQM) as a business strategy has been recognized by managers in the public sector since the late 1980s. While much has been written about the need for TQM and its strategies such as quantitative measurement and statistical analysis, team work and worker participation, few empirical and theoretical studies have been carried out or published on the connection of organizational culture to the implementation of TQM. Many leaders in the field have asserted that significant organizational cultural change will be required to ensure the success of TQM. This paper examines the changes that may be required in the process, and presents a synopsis of the need to (perhaps) reexamine the definition of organizational culture and the perspective of management, public or private, to make the culture of an organization more compatible with desired values.
Total Quality Management (TQM) as a business strategy has been recognized by managers in the public sector since the late 1980s. While much has been written about the need for TQM and its strategies such as quantitative measurement and statistical analysis, team work and worker participation, few empirical and theoretical studies have been carried out or published on the connection of organizational culture to the implementation of TQM. Many leaders in the field have asserted that significant organizational cultural change will be required to ensure the success of TQM. This paper examines the changes that may be required in the process, and presents a synopsis of the need to (perhaps) reexamine the definition of organizational culture and the perspective of management, public or private, to make the culture of an organization more compatible with desired values.
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