000			01929naa a2200241uu 4500
001			0100515415437
003			OSt
005			20190218141850.0
008			101005s2010 xx ||||gr |0|| 0 fre d
100	1		_aSOLTANI, Ebrahim _924581
245	1	0	_aThe rhetoric and reality of 'process control' in organisational environments with a TQM orientation : _bthe managers' view
260			_aOxfordshire : _bRoutledge, _cJan./Feb. 2010
520	3		_aThis 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
590			_aVolume 21
590			_aNumbers 1-2
700	1		_aSINGH, Abhilasha _934988
700	1		_aYING-YING, Liao _942485
700	1		_aWEI-YUAN, Wang _942486
773	0	8	_tTotal Quality Management & Business Excellence _g21, 1-2, p. 67-78 _dOxfordshire : Routledge, Jan./Feb. 2010 _xISSN 14783363 _w
942			_cS
998			_a20101005 _b1541^b _cDaiane
998			_a20101006 _b1735^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c36677 _d36677
041			_afre