Discusses the role of the chairman in culture change asserting that corporate success or failure begins with the chairman. Contends that the more mechanistic, short‐term and opportunistic his reasons for attempting TQM, the less chance of success, because the whole culture of the organisation must be in tune to produce the proper environment. Believes that, led by the chairman, TQM will create a company focused on the customer. Discusses holistic management. Concludes that the chairman must deal with the macro factors bearing on the company to give the managing director and his team a clear policy direction. Contends the adoption of TQM is to build a recession‐proof company and this is not done without faith in the people with whom you have to deal.
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