Examines an approach for introducing total quality management (TQM) in a small safety, engineering and management consultancy. The assessment of the organizational climate using a questionnaire survey followed by a series of meetings with staff to explain the results was found to be an effective means for highlighting problems and stimulating debate. On the other hand, the formulation of TQM strategy was found to be time‐consuming and complex, quality costing was considered by senior management to be too involved and complex, and there was resistance from middle management. Points out that a rigid approach to TQM cannot be taken in small professional service companies and the approach needs to develop in response to internal needs. Covers the issues of organizational culture and customers.
Harte, H. and Dale, B. (1997), "Quality improvement in a safety, engineering and management consultancy ‐ Part 2", Managing Service Quality: An International Journal, Vol. 7 No. 2, pp. 106-112. https://doi.org/10.1108/09604529710161496Download as .RIS
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