20190926_040836211.pdf - Similarly Chaffee(1985 defines it as a linearra tsetgy On the one hand such events motivate top management to engage in

20190926_040836211.pdf - Similarly Chaffee(1985 defines it...

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Similarly, Chaffee (1985) defines it as a linearra tsetgy. On the one hand, such events motivate top management to engage in improvemeongt rapmr mes. On the other hand, the impacts of these events were foreseen in bpoethra otional and strategic decisions that critically affected the process of quality magaenment implementation, either directly or indirectly. Once a decision was madhee, torganisation was forced to consider it in terms of its policy, strategy ande roaptions. Specifically, these significant events determined the company's policy on qualiatyn amgement which, consequently, 150 Quality management implementation had strategic and operational impacts on the inatl esrtnructure and its elements. Based on these normative strategic decisions and the cetexdp eresults in relation to quality management implementation, the challenge creat etdh eb ysignificant events motivated the organisations to initiate quality managemenpt leim entations, which, however, were mostly directed at technical-operational iss. u e These significant events mostly came as pressounre sn on-technical strategic issues, for which only the top level of the organtiiosns had the necessary knowledge, and capabilities to sense and make initial and esquubesnt reactions. Accordingly, in response to these events, the top management edi resctrtategic and operational decisions, fully-based on their held values ande erixepnces, which rarely conformed to the characteristics of the lower-level employeese. Trehactions and decisions were expected to have an effective impact on quality amgaenment practices, but their realisation in the operationalisation phases warsie dv.a At MEC, for example, the reorientation was successful and resulted in ISO00 9c0ertification, but the process of diffusion was only executed by the quality deparntmt. eIn contrast, at AAC, the adopted philosophy triggered top management to not onlyo recnef quality improvement, but also to institutionalise quality management practicesr lfoower level employees. In the
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  • Fall '13
  • jimmy
  • MEC, qualiatyn amgement

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