Leading Change in Organisations: A Focus on Quality Management

By Kasim Randeree.

Published by The Organization Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

In contemporary knowledge driven economies, local organisations must aim to be competitive, in part, through ensuring the delivery of high quality in their goods and services. Changes in the social environment where customers are more mature and better informed have forced these organisations to consider alternatives to traditional methods of running their business. Consequently, Total Quality Management (TQM) has attracted the attention of many organisations as a potential system to improving their competitiveness and efficiency.

Implementation of a TQM system necessitates transformation away from conventional ways of delivering business objectives by changing the way in which people deal with internal or external work processes. TQM looks at change within the organisation as an inevitable process which should be managed flawlessly.

Unfortunately, TQM initiatives often fail when implementation begins, with the proportion of successes in TQM implementation only within the range of 20 to 35 per cent, according to Brown (1992 cited in Redman & Grieves 1999). The reasons for failure were associated with the problem of sustainability of leadership and purpose, absence of strategic communications and teamwork for quality improvement and the lack of total commitment to the TQM philosophy and practice. These were attributed to poor understanding of the TQM philosophy by senior management and a lack of employee opportunities to relate training activities with company vision.

This paper thus evaluates the dynamics of organisation change with a view to understanding causes of success and failure. The research aims to review earlier studies and, through the results of those studies, analyse the role TQM plays in organisational change management.

Keywords: Organisation, Change, Management, Total Quality Management (TQM)

International Journal of Knowledge, Culture and Change Management, Volume 8, Issue 5, pp.43-50. Article: Print (Spiral Bound). Article: Electronic (PDF File; 592.250KB).

Dr. Kasim Randeree

Lecturer in Project Management, Faculty of Business, The British University in Dubai, Dubai, Dubai, United Arab Emirates

Dr. Kasim Randeree is a Lecturer in the Faculty of Business at The British University in Dubai and Visiting Lecturer to The University of Manchester in the United Kingdom. He has conducted numerous research and development projects across the Arabian Gulf and North Africa. He has editorial responsibilities with four international journal publications and has published over 40 peer reviewed articles. He is a Member of the Association of Project Managers as well as the Institute for Leadership and Management. His research interests are broadly within organisational development and theory, with emphasis on structure, leadership, diversity and multiculturalism and Islamic heritage. His particular interests in multiculturalism and diversity in human resource management, the advancement of management education in the Middle East and Islamic and contemporary perspectives on leadership and management, have brought him numerous accolades and supporting publications both internationally and across the region. Dr. Randeree is the Director of the Organisational Studies Research (OSR) group which has the five Special Interest Groups (SIG) - Project Management, Managing People in Organisations, Leadership, Organisations in Theory and Practice and Learning.


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