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dc.contributor.authorSoltani, Ebrahimen_US
dc.contributor.authorWilkinson, Adrianen_US
dc.date.accessioned2017-04-04T14:37:18Z
dc.date.available2017-04-04T14:37:18Z
dc.date.issued2010en_US
dc.date.modified2010-09-01T08:08:43Z
dc.identifier.issn01443577en_US
dc.identifier.doi10.1108/01443571011029976en_AU
dc.identifier.urihttp://hdl.handle.net/10072/33265
dc.description.abstractPurpose - The purpose of this paper is to extend the Pelz Effect to explain the effects of incongruence between senior managers' orientations and underlying assumptions of total quality management (TQM) on middle managers' own orientations and on TQM itself. Design/methodology/approach - Using a multi-case study approach of three organisations from different sectors, the authors conducted 68 semi-structured interviews with managers at both senior and middle levels. Findings - The findings largely support the Pelz Effect in that senior management exerts a major influence in establishing the tone and atmosphere of the TQM organisation by their orientations and attitudes towards the underlying principles of it. It has been found that senior managers' reliance on detection, reactive strategies and hard aspects of TQM - as opposed to prevention, proactive strategies and soft people-based issues - resulted in: first, middle managers' compliance with short-term tactical orientations rather than long-term commitment; second, middle managers' increased control over the workforce rather than the work-related processes; third, middle managers' tendency to agree about TQM objectives in a way to prioritise and fulfil their own self-interests rather than TQM intended objectives and organisational interests; and finally the inability of middle managers to run TQM effectively. Research limitations/implications - The findings suggest that the nature of middle management's orientation towards TQM and the degree of their supportive behaviour towards first line managers is affected by the senior management's orientation towards TQM and their supportive behaviour towards middle managers. Originality/value - The results reveal that the current practice of TQM can be characterised by inspection and quality control approach, a top-down process based upon a culture of procedure-dominated with a heavy bureaucratic base, and the dominance of senior management's unilateral control. Finally, the theoretical and practical implications of the findings are discussed.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherEmerald Group Publishing Limiteden_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom365en_US
dc.relation.ispartofpageto397en_US
dc.relation.ispartofissue4en_AU
dc.relation.ispartofjournalInternational Journal of Operations & Production Managementen_US
dc.relation.ispartofvolume30en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchcode1503en_US
dc.titleStuck in the middle with you: The effects of incongruency of senior and middle managers’ orientations on TQM programmesen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.date.issued2010
gro.hasfulltextNo Full Text


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