IT’S NOT THE SYSTEM OR PROCEDURES, IT’S PEOPLE. MINDTALITY ASSESSES THEN SPECIFIES A PROGRAM OF VALUES CHANGE AND RESHUFFLING.
Many attempts at quality improvement take longer than expected or fail to reap the intended rewards:
1. Hendricks, Singhal, 2001b – Mgt Sc j v 47(3) pp359-368
2. Sousa & Voss, 2002 -J of Oper Mg t v 20(1) pp 91-109
3. Schroeder, Linderman, & Zhang, 2005 – Oper Mgt
A common reason given for failure is that organizational cultural values are incompatible with the values underlying quality management.
1. Bright & Cooper, (1993). J Mana’L Psych , 8(6), 21-27.
2. Detert, Schroeder, & Mauriel (2000). 25(4), 850-863.
3. Jabnoun & Sedran (2005). The Qual Mgt J , 12(4), 8-21.
That is, employees may resist a quality initiative because it conflicts with the prevailing “way things are done.” In particular, “soft” quality practices – like employee empowerment, cross-functional teams and customer focus – are highly susceptible to cultural influences (Zhao, Flynn, & Roth, 2007). Because cultural values affect how people perceive the world (Schein, 2004) and strongly influence norms of behavior (Dewey, 1939), practices that contradict prevailing cultural values are susceptible to employee rejection. Unsupportive organizational culture has been identified as a deterrent to effecting change in organizations (McDermott & Stock, 1999). For example, General Motors had attempted to expand lean manufacturing practices via its NUMMI and Saturn operations with limited success due to the impediments imposed by GM’s culture (Inkpen, 2005). The literature associates successful implementation of quality management practices with cooperative values (Detert et al., 2000; Detert, Schroeder, & Cudeck, 2003; Kujala & Lillrank, 2004); what remains unclear is how quality practices interrelate with cooperative values.
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