I mean is there a relationship between the components of the organizational culture for example - Bureaucratic style - Rules and regulations - Centralized management - Lack of authorization and the application of TQM in government institutions ?
Absolutely yes organizational culture impact TQM both in private and government institutions. Organizations are made up of people and their relationships with one another and interact with one another to perform essential functions to attain common goal.
Dear,
off course organizational culture influences the implementation of TQM, find the relevant research articles here.
https://www.google.com.pk/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&sqi=2&ved=0CCAQFjAA&url=http%3A%2F%2Fwww.scirp.org%2Fjournal%2FPaperDownload.aspx%3FpaperID%3D24059&ei=2B4NVfWSBojXPbOBgaAH&usg=AFQjCNFqpSbBZdz0VxSOcveMR3Ukw0ep-w&sig2=AIJolvh4I_lBPRykHBPnkg&bvm=bv.88528373,d.d24
http://www.brunel.ac.uk/__data/assets/file/0011/90875/phdSimp2011RashidAljalahma.pdf
culture is the least common belief which comes after generations of discipline and nursing of values. It can be prevalent in an organisation or in a family.
With TQM ( processes, individualised controls with and responsibility and authority, and customer focus as Aminuddin suggests), the culture may be set for a beating??
Any Change is resisted, and gets a beating at the hands of smart people.
When Values have gone for a six
TQM can not be hoped to help a fix.
To achieve the level of TQM culture in an organization certainly need an assertive and extensive efforts throughout the organizational processes.
The right BELIEF and perception in the benefits of quality programs can be achieve through training and education.
The right BEHAVIOR in practicing quality activities sometime need to be discipline including rewards and may be punishment.
To establish that the NORMS is created would be the toughest of all as is difficult to ensure EVERYONE DOING need close monitoring and governance.
There is a direct relationship between the organizational culture and TQM implementation as Total Employee Involvement, Employee Empowerment, Employee Ownership, Management Through Teams; some of the most important requirements for TQM implementation; will not be able to prosper. Therefore, Bureaucratic style comprising of Rigid Rules and regulations, Centralized decision making, absence of delegation of authority all hamper implementation of TQM. In fact TQM implementation requires entrenchment of Quality Culture in the organization. Therefore, Government organizations having Bureaucratic set up find it difficult to implement and sustain TQM.
Quoting from Chamber's dictionary:
" bureaucracy
a system for controlling or managing a country, company or organization that is operated by a large number of officials who are employed to follow rules carefully:
I had to deal with the university's bureaucracy before I could change from one course to another. "
TQM sure prescribes limits: of customer satisfaction, responding to specs, process mandates - following rules carefully. TQM is a system, as a culture, conforming to PDSA, working as a group/ team (large number of officials).
Possibly the size of organisation, and the Culture (attitude to Customer Internal and External / Orientation), matter.
The Wrong Intent is what makes bureaucracy in common use:
"DISAPPROVING": The company was inefficient because it was highly bureaucratic.
A comment of type
"I had to deal with the university's bureaucracy before I could change from one course to another".will arise when the student is unnecessarily harassed. [customer Focus denied?] may be it was due to reanalysis of rules, and involved correction and implementation of CA/PA - the latter sports TQM.
May be the top leadership is committed, and strict, some name it bureaucracy?
There are at least four principles of TQM on which the impact of organizational culture in government institutions is obvious and easy to demonstrate: customer focus, leadership, employee involvement and continuous improvement.
Rather these four principles of TQM are the 'Pillars' (of 8 in all) necessary for supporting TQM..
These four impact both the hard and soft components of TQM. Culture is sure a soft component.
In government institutions, culture of centralized leadership is contradictory with the principle of participatory leadership of TQM. Bureaucratic system is contradictory with employee involvement and customer orientation principles.
So, the implementation of TQM in such organizations requires a change in leadership style and more organizational flexibility.
The New Public Management (NPM) could help to implement TQM in government institutions.
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