Tom Fisher

Key factors predicting effectiveness of cultural change and improved productivity in implementing total quality management

Fourteen companies who were winners of the Australia Quality Award between 1989 and 1993 were surveyed regarding the dynamics of the change processes, which led to their achievement of the awards. It was hypothesized that the organizations which won the award successfully managed the process of complex organizational change. The survey was designed to test various system models and change guidelines that deal with the dynamics of successful change. The authors examine relationships between the effectiveness of the various change processes covered in the questionnaire on the one hand and the perceived success of the total quality management (TQM) program on the other. This study is thus relevant to the question of the relative importance of the different factors which impact on the successful introduction of a TQM program in an organization. It was found that a number of factors were important for successful transformation to a quality culture and practice. Although clarity of vision, participation, cultural communications, and resource support were all important, the critical factor appeared to be active management support for the change.

The Impact of Quality Management on Productivity

Management approaches based on improvements in all aspects of quality are being vigorously promoted by private consultants and government agencies as the route to improved organizational performance. Raises the question of whether these approaches work and attempts to answer it by describing a study of several companies undertaking quality processes which are generally based on total quality management concepts. Concludes that these approaches have had a significant impact on operations and relationships inside the organizations, which have probably contributed to their long‐term viability. Qualifies this conclusion by adding that, as measured by traditional overall company performance indicators, the direct impact of these quality‐oriented processes is greatly overshadowed by the effects of the other internal and external factors which influence business performance.

Quality culture and the management of organization change

Surveys 14 companies, winners of the Australia Quality Award between 1989 and 1993, regarding the dynamics of the change processes which led to their achievement of the awards. Hypothesizes that the organizations which won the award have successfully managed the process of complex organizational change. The survey was designed to test various system models and change guidelines that deal with the dynamics of successful change. The findings strongly supported these guidelines, i.e. that successful change was systemic and occurred simultaneously and complementarily in a number of organizational subsystems.

Attitudes of middle managers to quality‐based organisational change

The paper explores some factors that may lead to middle managers in organisations holding differing views on their quality programs. In particular, it considers the possibility that differing views are related to job role. The data are from research into the beliefs and attitudes of middle managers towards quality programs in 21 Australian organisations. Findings suggest that quality specialists have more positive views of their companies’ quality programs than other job groups. There was no evidence to suggest that those in operations‐type roles have more positive views about their quality programs than those in non‐operational roles, even though the history of quality development suggests otherwise.

Functional strategies and competitiveness: an empirical analysis using data from Australian manufacturing

Investigates functional strategies aimed at developing competitive advantage in terms of both their perceived importance by management and their actual impact on organizational performance in Australian manufacturing companies. Considers factors such as productivity, research and development and human resources. Results of research include the finding that productivity strategies are preferred by Australian manufacturers and will continue to be so over the next few years, along with human resources strategies. Notes that a mix of functional strategies was seen as beneficial for performance. Concludes that TQM is an appropriate strategy for enhancement of competitiveness given the need for an holistic approach.

The View from the Top: Chief Executives' Perceptions of Total Quality Management

The chief executives of 49 member companies in Total Quality Management Institute (Australia) were surveyed regarding their perceptions of the effects of the Total Quality Management (TQM) processes in their companies. Average costs associated with implementing TQM were reported as steady over time, at around 0.5% of sales, while the average value of the benefits gained was around 2% of sales, giving an average benefit to cost ratio of 4:1. Just under 30% of the respondents indicated that TQM had resulted in a culture change in their company. About a quarter reported increased customer focus and satisfaction, and improved productivity, competitiveness and profits. Significant numbers also reported increased workloads and time commitment, and a high need for training. Many executives commented that implementing the TQM philosophy was difficult and that they needed to actively lead and drive the process. Many also commented that TQM is a central philosophy which is basic to all aspects of company operations.

Business Productivity Measurement Using Standard Cost Accounting Information

The measurement of productivity has been a problem area for many years because of the difficulties inherent in precisely defining and quantifying all the outputs and inputs which constitute the productivity equation. A productivity measurement technique is presented which focuses on the business aspects of an organisation′s performance, using standard cost accounting information, so providing an effective system to measure the productivity of an organisation and its departments. The technique is simple and flexible, and does not require the collection of additional information. It is based on the standard total productivity model where Productivity = Output divided by Input, and develops from this model a simple formula for calculating overall organisational productivity, as well as a differential approach which relates departmental productivity variances to standard cost and volume variances. Critical factors in the approach are the use of business goals, and the determination of effective output measure...

Media Production: Towards Creative Collaboration UsingCommunication Networks

To examine the diffusion of remote collaboration technologies within the media production industries, a series of case studies was recently conducted with early adopters of advanced electronic networks in Sydney, Los Angeles and London. The studies assessed: 1) user reactions to these collaboration technologies and types of activities being supported and 2) factors influencing their adoption decisions. Interviews conducted also provided early indications of the conditions likely to facilitate remote collaboration and the likely impacts on work practices in media production organizations. It was established that electronic delivery, remote access to resources and materials, and remote creative collaboration were all being carried out, even internationally. Although most network applications were routine substitutions for non-electronic equivalents (e.g. couriers or catalogue browsing), some did involve shared creative activities, thus confirming that remote creative collaboration is a viable option. Key factors influencing network adoption were cost considerations and regulatory issues, time savings and productivity, and security concerns. Certain industry segments -- animation, post-production, and advertising -- were more likely to be early adopters, as were companies who found innovative ways to achieve greater benefits. Conditions likely to facilitate remote collaboration include more sophisticated change-agent strategies, increasing the perceived control of creative outputs, developing and maintaining trust, providing more auxiliary support for coordination needs, and making more effective use of timing and time-zone differences. Likely impacts of remote collaboration in media production are: more overlap between pre-production, production, and post-production activities; faster work pace; enhanced creativity; and improved quality of work life.

The Pace of Change: A Case Study of the Development of a Total Quality Organization

In 1981 the management of a manufacturing plant in Sydney decided to introduce TQM through the implementation of the principles and philosophies laid down by W. Edwards Deming. Determines the effects that this approach has had on the working procedures and the attitudes of employees. Personal interviews based on a standard questionnaire was the main method of data collection used. The results support the notion that a top‐down approach to implementation can be effective and confirms that the change to a TQM culture is lengthy and time consuming.

Is Strategic Planning Worth the Effort? A Study of Firm Performance Versus Planning Comprehensiveness in Australia

The planning-performance literature suggests that there is a weak positive correlation between strategic planning and financial performance. This study has been undertaken to determine whether this weak positive correlation is true for Australian firms. Strategic planning for the purposes of this study is arranged in three levels of planning complexity. A sample of 77 listed firms was surveyed to determine their level of planning complexity, and this was correlated with the firms financial performance over a three year period. A range of statistical tests did not reveal any significant correlation between strategic planning at any of the three levels and the financial performance of the firm. This negative finding is generally in line with other recent studies conducted in Australia, the United States and the United Kingdom. However, positive correlations were found with several subjective performance measures, suggesting that respondents generally believe that strategic planning is helping their company.