Ravasi, D & Schultz, M. (2006). Respond to organizational identity threats: Exploring the role of organizational culture.” Academy of Management Journal, 49 (3), 433–458.
Research Question: The research question under investigation is that how organizations respond to environmental changes that might influence employees to question aspects of organization’s identity, with organizational culture playing a supporting role in organization’s response.
Background: The authors Ravasi and Schultz provides and discuss some of the background studies related to the research question. They specifically point out how employees’ beliefs about central and distinctive attributes of an organization can sway collective self-perceptions (). At the same time,
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Furthermore, employees’ perception of how their organization, including B&O, is perceived externally serves as a gauge based on which they evaluate their identity and actions. So, as the employees think about and question organizational identity because of the environmental changes, organizations needs to respond with organizational culture playing the supporting role. “The role of culture in informing and supporting sensemaking and sensegiving processes triggered by external changes that induce members to reevaluate aspects of their organizational identity” ().
Conclusions: Ravasi and Schultz conclude that organizational culture is the “central construct” that can understand and manage the development of organizational identities because of the environmental changes in the organization. Furthermore, they opine that culture can preserve a sense of distinctiveness and continuity among employees even as organizational identity is subjected to reevaluation. Finally, they conclude that culture and external images might mainly play a complementary role in influencing organizational responses to identity
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(2012). Strategic (mis) fit: The implementation of TQM in manufacturing organizations. Strategic Management Journal, 33 (11): 1321– 1330.
In the article, Strategic (mis) fit: The implementation of TQM in manufacturing organizations, authors C. D. Zatzick, T. P Moliterno & T. Fang discusses how during TQM implementation, organization need to fit it with its strategic orientation to get positive results.
The article having incorporated the concept of TQM, points out how organizations being a system of interrelated activities, need to achieve a internal fit during TQM implementation, by which the core elements of it are orientated primarily toward a ‘cost leadership’ rather than the ‘differentiation’ strategic position.
Thus, having studied TQM implementation in about 780 manufacturing organizations, the authors assume that TQM is positively connected with performance for the cost leaders, even while negatively related to performance for the differentiators.
The article provides good inputs regarding TQM process, its role, benefits as well as challenges, and so quite apt for further
When total quality management was made available in the game it became one of our other competencies in the later rounds. We have to aggressively fund awareness and accessibility until they reach 100% to try and take away sales from competitors because not of them were investing a lot into those aspects in the early rounds of the game. We invested in human resources in order to get higher productivity and a lower turnover rate. We spent $5,000 in recruiting spending and had 80 training hours. We wanted the highest caliber of workers, higher productivity and lower turnover will result in lower labor cost which is beneficial to us especially since we are trying to stay relevant in all segment we need the lower labor cost for more workers. For product redesign we decided to put two or more products around the rough fine cut of the circle along the outer dashed lines. We thought that by having a product in between two segment would generate more sales. When TQM kicked in we invested money all of TQM initiatives especially since we want to present in all segments. These core competencies will helps us gain competitive advantage because funding awareness and accessibility early gives us the upper hand on customers being aware of our
Organizational Culture plays a crucial role in shaping employee and management behavior in an organization.
Contained within the following paper is the evaluation of the author’s organization’s mission, vision goals, and objectives .The author will discuss the pre-determined questions as set forth by Jeffrey Trapp, a certified University of Phoenix instructor. This paper will discuss the differences that a rise between a company that has implemented TQM (Total Quality Management) with that of the authors own organization’s management style.
One way to think about the culture of a company is through the Organizational Cultural
"A holistic approach to the management of quality that emphasises the role of all parts of an organisation and all people within an organisation to influence and improve quality.’’ (Slack, Chambers and Johnston, 2004)‘ ASOS could take TQM on board in order for the company to achieve overall quality with all their activities. However TQM has to be applied accurately otherwise the opposite can occur and lead ASOS to be competing below the standard. For example, supply not meeting demand and when it is met the demand has disappeared as fashion trends have changed. Therefore in order for TQM to be a success a good supplier relationship is key. TQM would also allow ASOS to compete with high fashion but it may be costly. (appendix 3)
TQM is a company’s complete “culture of quality” approach which focuses on long-term success. It strives for continuous improvement, in all aspects of an organization, as a process and not as a short-term goal. TQM’s involves everyone in the organization to transform the organization into a forward-thinking entity by influencing attitudes, practices, structures, and systems of the entire organization (Business Dictionary, 2014). TQM was crafted by William Edwards Deming, a statistician who specialized in statistical process control after World War II. Deming outlined 14 points of TQM where all people of an organization can constantly search for ways to improve the process, product, and service. Deming developed the
Fouad, R. H., Hamed, Z. M., & Abdulwahhab, O. A. (2015). Exploring TQM and SCM Practices Influence On Oil Pipelines Company’s Performance., (2003), 1070–1083.
Setting standards, establishing vision, goals for our employees are all a part and parcel of TQM. An established, maintained and documented quality management system would be in place.
According to Strickland (1989), TQM goal is to improve the processes within an organization by emphasizing organization wide continuous quality improvement. It focuses on customer’s need and customer satisfaction. TQM proclaims the values of teamwork, employee empowerment and participative decision-making throughout the organization. Customer satisfaction is the desired outcome that drives this approach. TQM emphasized the need for teamwork ad training to implement their activities (Strickland, 1989).
“Both identity and identification have their root concepts in organizational studies, in that every entity needs to have a sense of who or what it is, who or what other entities are, and how the entities are associated.” (Albert, Ashforth, and Dutton 2000: 13)
Organizational culture is the key to organizational excellence and leadership is a function to create and manage culture (Chen 1992). Organizational researchers have become more aware of the importance of understanding and enhancing the cultural life of the institution. "This study is one of a group of companies with high-performance in North America, interest in organizational culture is an important element in organizational success. Tesluk et al (1997). Looking at the" soft "of the organization, the researchers claim that" the organizational culture may be suitable for a means to explore and understanding of life at work, and make them more humane and more pronounced (Tesluk et al, 1997), and the graves (1986) also stressed the importance of corporate culture, and the need for research strategies and methods of investigating the various elements and processes of the organizational culture. He argued the culture that meets the basic needs of belonging and security in an attempt to describe this gathering that culture is "the only thing that distinguishes one company from another gives them coherence and self-confidence and rationalises the lives of those who work for it. Standard that may seem random, is to enhance the life to be different, and safe to be similar, and culture is a concept that provides the means to achieve this compromise (p. 157).
The concept of organizational culture is one of the most debated topics for researchers and theorists. There is no one accepted definition of culture. People even said that it is hard to define culture and even more change it. It is considered a complex part of an organization although many have believed that culture influences employee behavior and organizational effectiveness (Kilmann, Saxton, & Serpa 1985; Marcoulides & Heck, 1993; Schein, 1985a, 1990).
Another interesting research that recent academicians have developed is that corporate identity refers to an organization’s unique characteristics which are rooted in the behaviour of the internal stakeholders i.e., the members of the organization. Many scholars thus opine that management of an organization’s identity is a strategic function and it requires a multidisciplinary approach. Also, senior managers can essentially narrow the gap between actual and desired identity through optimally utilizing the corporate identity mix (behaviour, symbolism and
TQM is a system of continuous improvement of work processes to enhance the organization’s ability to deliver high-quality products or services in a cost-effective manner [2]. The focus of TQM is to improve customer satisfaction and reduce waste [3]. Customers include ...
TQM is essential to be used by all the companies especially the manufacturing companies who have the responsibility to ensure about the quality of the product. TQM is being viewed as the boon and it is an approach for improving the quality and customer satisfaction in the long run and also reduces the amount of waste (www.businessknowledgesource.com). There are various components which have to be addressed in implementing the TQM they are Ethics, integrity, training, trust, teamwork, communication and recognition (www.businessknowledgesource.com).