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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…

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Description

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 employees both inside the Polish firm and throughout Polish society.

Langue
en
Version
livre numérique
Date de sortie initiale
01 mai 1999
Format ebook
Adobe ePub
Illustrations
Non

Personnes impliquées

Auteur principal

Yuhua Qiao

Deuxième auteur

Yuhua Qiao

Coauteur

Qiao Yuhua

Editeur principal

Routledge

Options de lecture

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Informations sur le fabricant

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Autres spécifications

Livre d‘étude
Non
Édition
1

EAN

EAN
9781136777356

Sécurité des produits

Opérateur économique responsable dans l’UE

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Vous trouverez cet article :

Catégories

Hommes et société

Économie et Finance

Livres de gestion

Culture

Administration des affaires

Organisation de l’entreprise

Anthropologie culturelle

Livres

Livre, ebook ou livre audio ?

Ebook

Disponibilité

Disponible à l’adresse suivante

Langue

Anglais

Pays

Les États-Unis

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