The combined use of quality management programs and work teams: A comparative analysis of its impact in the organizational structure

Abstract

Purpose

The main goal of the work presented here is the study and comparative analysis of the changes that take place in the structure of organizations when managers decide to establish work teams in the context of quality management. It can be observed that team characteristics change and adapt to evolving management programs.

Design/methodology/approach

The authors selected a qualitative research method, in particular the case study methodology. The comparative analysis of organizational changes was analyzed in three different business units that had implanted advanced quality management programs using work teams.

Findings

There is a relationship between the quality management approach and the degree of integration of the teams into the organizational structure; when the quality approach is an advanced TQM approach, teams are more integrated into the organizational structure. Results show that a reduction of hierarchical levels in the organizational structures favors the integration of work teams and vice versa. It also facilitates effective development of the teams.

Practical implications

As a result of the findings, supervision should be reduced and a great deal of autonomy and resources should be assigned to teams. In any case, the existence of linkage positions (a leader or facilitator that forms a part of the team) makes the required supervision easier and more flexible.

Originality/value

The paper shows that significant organizational changes requiring different uses of design variables can be obtained with the simultaneous establishment of TQM programs and work teams. The paper is relevant to managers attempting to use teams as an effective asset for obtaining the competitive advantage of their firms.

Citation

Angeles Escriba‐Moreno, M. and Canet‐Giner, M.T. (2006), "The combined use of quality management programs and work teams: A comparative analysis of its impact in the organizational structure", Team Performance Management, Vol. 12 No. 5/6, pp. 162-181. https://doi.org/10.1108/13527590610687929