Organizational culture and total quality management practices in Indian construction industry

2019 ◽  
Vol 69 (5) ◽  
pp. 895-913 ◽  
Author(s):  
Vishal Singh Patyal ◽  
Sudhir Ambekar ◽  
Anand Prakash
Keyword(s):  
Cluster Analysis ◽  
Organizational Culture ◽  
Quality Management ◽  
Total Quality Management ◽  
Construction Industry ◽  
Management Practices ◽  
Successful Implementation ◽  
Total Quality ◽  
Content Type ◽  
Construction Organizations

Purpose The purpose of this paper is to establish the relationship between organizational culture (OC) and total quality management (TQM) practices in the Indian construction industry. Design/methodology/approach A questionnaire survey was conducted to draw valid empirical data from 200 construction firms in India. The dominant culture was identified using cluster analysis. Findings The findings of cluster analysis show four emergent clusters, namely, internal, flexible, comprehensive and control. The OC profile of the Indian construction organizations is dominated by internal focus characterized by the features of both group and hierarchical cultures of Competing Values Framework (CVF). Furthermore, the results revealed that the comprehensive focus culture is the most suitable culture in addition to the internal and flexibility focus cultures for the implementation of TQM in India. Practical implications Before implementing the TQM practices, managers in construction organizations need to be aware of cultural orientation emphasized in their organizations to facilitate the effective implementation of TQM. Originality/value This paper contributes to the existing literature by providing empirical evidence that leads to the association between OC and TQM practices. The study proposes besides the internal and flexibility focus cultures, the comprehensive focus culture within the Indian construction industry are key drivers for the successful implementation of TQM practices.

Implementing total quality management (TQM) in the Palestinian construction industry

2014 ◽  
Vol 31 (8) ◽  
pp. 878-887 ◽  
Author(s):  
Mustafa Maher Altayeb ◽  
Mahmoud Bashir Alhasanat
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Construction Industry ◽  
Computer Model ◽  
Success Factors ◽  
Gaza Strip ◽  
Project Planning ◽  
Successful Implementation ◽  
Total Quality ◽  
Content Type

Purpose – The construction industry has been one of the most important industries for the development of the Palestinian infrastructure and economy. Total quality management (TQM) is considered one of the most important approaches to the success of construction industry. The purpose of this paper is to determine the success factors necessary for the implementation of TQM at various phases of project planning, design and construction in the Gaza Strip. Design/methodology/approach – A computer model was developed to assess the current strengths and weaknesses of each component of the construction industry, such as owner, consultant and contractor, regarding their use of quality management methodologies. Findings – The research determined a total of eight major factors and 81 sub-factors. It was identified that seven critical success factors with 38 significant sub-factors were required for the successful implementation of TQM in Gaza Strip construction organizations. Originality/value – An original assessment of the importance of TQM in the construction industry in Palestine. The computer model shows the strengths and weaknesses of stakeholders within the industry.

Delving into the soft side of TQM: an analysis of the implications of employee involvement on management practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mauro Cavallone ◽  
Rocco Palumbo
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Management Practices ◽  
Employee Involvement ◽  
Successful Implementation ◽  
Total Quality ◽  
Content Type ◽  
Large Sample ◽  
Mediating Role ◽  
Organizational Excellence

PurposeSoft total quality management (STQM) is a requisite for the successful implementation of hard total quality management interventions. However, there is limited empirical evidence on the implications of adopting soft total quality management practices. Inter alia, little is known about the consequences of employee involvement in addressing organizational and management challenges. To fill this gap, the article investigates the effects of employees' involvement on their commitment to organizational excellence.Design/methodology/approachSecondary data were collected from the European Company Survey (ECS). A large sample of 15,958 European companies was involved in the analysis. A parallel mediation model was devised to investigate the effects of employee involvement on commitment to organizational excellence. Training and motivation were contemplated as mediating variables to investigate the indirect implications of employee involvement on commitment to organizational excellence.FindingsEmployee involvement contributed marginally towards establishing an increased individual commitment to organizational excellence. Training and motivation played a relevant and statistically significant mediating role, boosting the implications of involvement on commitment to organizational excellence.Practical implicationsEmployee involvement is critical for establishing an organizational climate conducive to organizational excellence. However, its implications should be contextualized in light of the mediating role of training and motivation. On the one hand, training is expected to increase employees' participation in the enhancement of organizational excellence. On the other hand, motivation fosters employee engagement in the improvement of organizational dynamics.Originality/valueThe article investigates the implications of employee involvement on commitment to organizational excellence in a large sample of European companies, emphasizing that soft TQM interventions should be implemented according to a systemic perspective in order to pave the way for a viable commitment to organizational excellence.

Developing and validating a total quality management model for healthcare organisations

2015 ◽  
Vol 27 (5) ◽  
pp. 544-564 ◽  
Author(s):  
Ali Mohammad Mosadeghrad
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Quality Management System ◽  
Customer Management ◽  
Successful Implementation ◽  
Management Support ◽  
Total Quality ◽  
Content Type ◽  
Validated Questionnaire ◽  
Management Techniques

Purpose – The purpose of this paper is to develop a total quality management (TQM) model for healthcare organisations and validate it using a sample of Iranian healthcare organisations. Design/methodology/approach – A validated questionnaire was used to collect data from all healthcare organisations that implemented TQM in Isfahan province, Iran. Findings – Using the proposed model, TQM implementation was measured in healthcare organisations. The level of TQM success in Isfahan healthcare organisations was medium. The highest score was achieved in the dimension of “customer management”, followed by “leadership” and “employee management”. Employee management, information management, customer management, process management and leadership had the most positive effect on TQM success. Using a series of quality management techniques had “synergistic” effect on TQM success. Practical implications – Top management support, effective management of human resources, full involvement of the entire workforce including physicians, education and training, team working, continuous improvement, a corporate quality culture, customer focus and using a combination of management techniques under a quality management system are necessary for TQM successful implementation. Originality/value – A healthcare context-specific model of TQM was developed and tested and suggestions were provided for its successful implementation.

Lean production practices and bundles: a comparative analysis

2018 ◽  
Vol 9 (3) ◽  
pp. 374-398 ◽  
Author(s):  
Saumyaranjan Sahoo ◽  
Sudhir Yadav
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Performance ◽  
Management Practices ◽  
Lean Production ◽  
Business Strategies ◽  
Total Quality ◽  
Total Productive Maintenance ◽  
Content Type ◽  
Lean Practices

PurposeTotal productive maintenance and total quality management are two lean manufacturing initiatives that are used by manufacturing plant managers to improve operations capabilities. The purpose of this paper is to investigate the effects of standalone lean practices and lean bundles on manufacturing business performance.Design/methodology/approachA quantitative approach was used. The survey data were drawn from 160 manufacturing organizations in India. The respondent companies were grouped on the basis of the duration of lean production in operation and then classified based on the profile of their operations strategy. The approach, based on comparative assessment between standalone lean practices and lean bundles, has been directed toward justification of lean bundles for its support to competitive manufacturing in the context of the Indian manufacturing sector.FindingsThe paper establishes the long-term effects of lean bundles in significantly improving manufacturing business performance as compared to standalone lean practices. Further findings of the study revealed the significance of the duration of lean production in operation in achieving higher levels of manufacturing business performance.Research limitations/implicationsThe study is cross-sectional in nature. It would be interesting to test the analytical framework adopted for this study for more industries and in different countries. The use of subjective measures in survey questionnaire is also another limitation of the study.Practical implicationsThis study offers clear implications for practitioners, proving that they should give higher emphasis on the implementation of lean bundles using total productive maintenance and total quality management practices together, to prioritize their product, production and business strategies, to achieve sustainable competitive advantage.Originality/valueThis paper empirically examines and evaluates the effect of lean practices and bundles in the context of medium- and large-sized manufacturing industries in India. Besides, there are very few studies that comparatively assess the differences in performance contribution of various lean operational strategies considering duration of implementation of lean. Also, the theoretical contribution of the study establishes the essence of integrating total productive management and total quality management for attaining world class manufacturing is of high value.

Impact of human resource management practices on TQM: an ISM-DEMATEL approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Priyanka Pandey ◽  
Nishant Agrawal ◽  
Teena Saharan ◽  
Rakesh D. Raut
Keyword(s):  
Quality Management ◽  
Human Resources ◽  
Total Quality Management ◽  
Human Resource ◽  
Management Practices ◽  
Structural Modeling ◽  
Integrated Approach ◽  
Corporate Image ◽  
Total Quality ◽  
Content Type

PurposeThe theory-building around the quality of human resources has received extensive attention in recent years. Numerous quantitative studies discuss and test theories related to total quality management and human resource linkages. The study aims to understand interlinkages of quality and human resources using Interpretative Structural Modeling (ISM) methodology and DEMATEL.Design/methodology/approachThis paper uses ISM methodology to examine the interrelationship between the identified variables and the DEMATEL approach to find cause–effect relationships. An integrated approach helps managers for better total quality management (TQM) implementation. This study further extended using Total Interpretative Structural Modeling (TISM).FindingsThe integrated approach of ISM and DEMATEL shows that leadership development, hiring process and training development become most important for TQM implementation. The outcome of ISM shows customer satisfaction and corporate image are depending on other practices, where DEMATEL analysis revealed that eight practices cause and remaining are effective practices.Originality/valueThis research's integrated approach helps the firm identify essential practices, and further interdependency can be developed from cause and effect analysis. The study also provided a novel approach to implementing TQM practices.

Barriers to Total Quality Management for sustainability in Indian organizations

2020 ◽  
Vol 37 (6/7) ◽  
pp. 1007-1031 ◽  
Author(s):  
Vimal Kumar ◽  
Pratima Verma ◽  
Sachin Kumar Mangla ◽  
Atul Mishra ◽  
Dababrata Chowdhary ◽  
...  
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Business Performance ◽  
Organizational Context ◽  
Structural Model ◽  
Successful Implementation ◽  
Total Quality ◽  
Interpretive Structural Modeling ◽  
Content Type

PurposeThe paper aims to identify key human and operational focused barriers to the implementation of Total Quality Management (TQM). It develops a comprehensive structural relationship between various barriers to successfully implement TQM for sustainability in Indian organizations.Design/methodology/approachWith the help of expert opinions and extant literature review, we identified the case of TQM failure companies and barriers to implement TQM effectively. Interpretive Structural Modeling (ISM) and fuzzy MICMAC techniques are employed to develop a structural model and the identified barriers are categorized based on their dependence and driving power in the various categories.FindingsFrom the intensive case analysis, we identify fourteen barriers that constrain the successful implementation of TQM. The findings also provide a hierarchy of barriers in which the absence of top management involvement and ineffective leadership are the human barriers having the highest dependence.Research limitations/implicationsThe critical inputs show the implementation of TQM in the firms being more proactive and well prepared in the selected five companies. The study's emphasis on barriers will help organizations in implementing TQM for better sustainability in an organizational context.Originality/valueIn the successful implementation of TQM, barriers need to be identified because failure has often eliminated the organizations from the market. Thus, TQM is the source of strength to achieve higher productivity, profitability, and sustainable business performance. The barriers must be identified to improve organizational performance to contribute to sustainable development.

scholarly journals Organizational culture in public institutions and its impact in the process of implementation of total quality management (case of Kosovo)

2012 ◽  
Vol 2 (2) ◽  
pp. 320
Author(s):  
Mr.Sc. Ilir Rexhepi ◽  
Dr.Sc. Ermira Qosja
Keyword(s):  
Organizational Culture ◽  
Quality Management ◽  
Total Quality Management ◽  
Public Institutions ◽  
Successful Implementation ◽  
Total Quality ◽  
Independent State ◽  
Implementation Phase ◽  
Management Philosophy ◽  
Short Time

Total Quality Management (TQM) is a management philosophy and approach, whose importance is growing evermore after the 90s. Kosovo's public institutions for a short time now organise activities as part of an independent state and as such they are facing ahead management challenges which are becoming more acute and in the framework of the EU integration processes.Total Quality Management in public institutions, is preceded by establishment and implementation phase ISO 9001 systems. In this paper we tried that through an empirical study in three public institutions of Kosovo, evidence the factors that facilitate or impede timely and successful implementation of quality systems and therefore of TQM. Moreover, we will concentrate on organizational culture. Analysis on the norms, beliefs, principles that characterize the organizational culture of Kosovo institutions and furthermore intertwined with the Law on Public Administration and the political context, will serve to shape the changes that need to be designed to proceed to successful implementation of TQM. In function of the analysis of impeding factors, elements of organizational culture as well as modeling the changes there will be used a number of interviews and questionnaires. 

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