The Influence of Total Ouality Organization on Enterprise Pergormance:An Causal Study on Taiwan''s Manufacturing Industry

• Main Authors: Yuan-Fu Hsu, 徐圓福
• Other Authors: Wan-I Lee
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/49759454844389895548

碩士 === 國立高雄第一科技大學 === 企業管理研究所 === 95 === One of the most influential individuals in the quality revolution was W. Edwards Deming. From 1980 until his death in 1993, his leadership and expertise helped many U.S. companies to revolutionize their approach to TQO quality.This study tried to describe environmental forces that are requiring managers to implement comprehensive change programs.For instance, almost every organization is having to adjust to a multicultural environment.Human resource policies and practices have to change to reflect the needs of an aging labor force. And many companies are having to spend large amounts of money on training to upgrade reading, math, computer, and other skills of employees. The one common denominator that led to failure in all of our previous quality efforts （prior to the mid 1980S）was that we did not change the culture or the environment in which all these tools and processes were being used.A company’s prevailing cultural characteristics can inhibit or defeat a reengineering effort before it begins. A number of change issues showed that it is culture-bound. To illustrate , let’s briefly look at five questions:（1）Do people believe change is possible? （2）If it is possible, how long will it take to bring it about? （3）Is resistance to change greater in some cultures than in others? （4）Does culture influence how change efforts will be implemented? （5）Do successful idea champions do things differently in different cultures? This article presents a synthesis of the general dimensions of organizational culture used most commonly in extent research and outlines how these general dimensions correspond to the specific values、 beliefs、leaderships、invironmental factors and personal characteristics underlying total quality management practice. It is argued that the relationship between culture and implementation of new behaviors and practices has not bee adequately explored because of the lack of a comprehensive framework for defining and measuring organizational cultures.The framework presents a necessary step in moving toward culture as a useful explanatory concept in organizational research.