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First Published in 2000. Routledge is an imprint of Taylor &
Francis, an informa company.
This study examines how the shared cultural values of employees in
a Polish firm influence management attempts top transform
organizational practices in a newly privatized factory. By
introducing a foreign management approach, Total Quality Management
(TQM), the management of this factory presents a potential conflict
of values between the employees and the management philosophy.
Tracing the historical and contemporary impact of traditional,
political and religious influences in Poland and utilizing
ethnographic techniques of observation, interviews, and secondary
source data, the author identifies four patterns of shared
mindsets. These mindsets, insecurity and instability, distrust,
reluctance to assume responsibility and a struggle between
individualism and collectivism generate resistance to the
successful implementation of TQM in this factory.
Organizational studies research has identified cultural differences
in values but previous studies have not examined the congruence
assessment that employees make when confronted with a management
intervention, such as TQM. The author finds that an incongruence
between societal values and the values the employees perceive are
embedded in the TQM approach produced actual outcomes that are not
consistent with TQM objectives of empowerment, teamwork, visionary
leadership and continuous improvement of quality. Employees
demonstrated a reduced sense of empowerment, team goals that are
counterproductive to organizational goals, autocratic leadership
and an increased focus but not sustainable effort toward improving
quality.
The book examines the reasons for these results through detailed
description and extensive quotations from employeesboth inside the
Polish firm and throughout Polish society.
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