Resumo: A gestão da qualidade tem se constituído em um dos tópicos de discussão mais importantes em gestão moderna. Dentre o levantamento de fatores críticos para o sucesso de programas de gestão de ...qualidade, a liderança apresenta-se como um dos fatores mais citados. No entanto, embora a relação entre gestão de qualidade e liderança seja clara, é possível perceber que há ainda diversas lacunas de pesquisa a serem exploradas. Desse modo, o objetivo do presente estudo foi explorar a relação entre gestão da qualidade e liderança, utilizando-se, para tanto, do modelo de liderança transformacional-transacional e do modelo Competing Values Framework. A relação entre os estilos de liderança e princípios de gestão da qualidade foi explorada com análise de correlação de Pearson. Foram obtidos coeficientes de correlação positivos tanto para os perfis de liderança tanto transformacional quanto transacional e perfis de liderança do Competing Values Framework, de modo que alguns desses perfis destacaram-se, apresentando coeficientes de correlação maiores. A principal contribuição do trabalho foi realizar uma exploração inicial sobre a relação entre estilos de liderança e princípios da qualidade, apontando tendências e abrindo caminho para que novos estudos possam estender esse conhecimento. Discute-se a importância de, em estudos futuros, estabelecer as mesmas correlações para diferentes amostras de respondentes e empregar, além de princípios, práticas e ferramentas de gestão da qualidade.
This study explores the impact of cultural resemblance on the management control system (MCS) of supplier relationships. Although MCSs are contingent on situational characteristics and this ...contingency fit is associated with good performance, it remains unclear whether cultural resemblance between manufacturer and supplier contributes to the speed of MCS change, so that temporary misfits due to changing circumstances are less likely to occur. To illustrate this effect of cultural resemblance on MCS dynamics, we perform a twofold longitudinal case study of similar automotive manufacturer-supplier relationships that differ with respect to cultural resemblance. Findings show that in case of high cultural resemblance, the speed of increasing the level of management control is higher. That way, upcoming contingency changes are appropriately anticipated by an increase in the level of management control, already before contingencies actually change. Consequently, a MCS misfit and potential decreasing operational performance are avoided. Oppositely, in case of low cultural resemblance, adjusting the MCS to changing circumstances requires more time. This leads to a temporal MCS misfit that contributes to escalating operational difficulties, until the MCS is changed. Furthermore, the case data show three mechanisms by which cultural resemblance enhances management control according to earlier findings in the literature: increased communication on the initiative of the supplier, proper information exchange and trust enhancing signals. Finally, our findings show that the manufacturer influences supplier decision making to install a manager of the manufacturer’s choice and that way influences the supplier’s culture.
Background Although it is widely recognized that the effectiveness of mission statements is contingent upon the extent to which they are communicated to the organization’s members, there is virtually ...no literature about how individual organizational members perceive the mission statement. Previous empirical mission statement research has tended to focus primarily on (a) analyzing mission statement content and (b) the CEO’s perception of the mission statement. Purposes In order to address these shortcomings and to help health care managers to better understand and manage their mission statement, a research project was set up that sought (a) to assess how managers and non-managers perceive the mission statement, and (b) to determine if there is a perception gap between both groups. Methodology/Approach In total 102 nurses, nurse managers and senior managers of a 217-bed Belgian regional general hospital filled in a questionnaire, based on the Competing Values Framework for Managerial Communication, in order to assess their perception of the organizational mission statement. Findings There is a mission statement perception gap between managers and non-managers. The scores of the management group are in almost all cases significantly higher. These findings suggests that managers have a more outspoken and positive attitude towards the mission statement than non-management members. Practice Implications In order to optimize the impact of the mission statement, managers should measure the perception of the mission statement and try to remediate possible mission statement 3 perception gaps. The Competing Values Framework for Managerial Communication is offered as a tool to assess (a) the presence, (b) the direction, and (c) the intensity of possible mission statement perception gaps.
This case study explores how organizational subunits may have cultural values that compete with top-management implementation of system-wide planning. The study employs the competing values framework ...(CVF) (Quinn & Rohrbaugh, 1981) to assess organizational subcultures in a Department of Defense military university for senior executives (i.e. pseudonym “MUSE”). Specifically, the CVF-based Organizational Culture Assessment Instrument (OCAI) (Cameron & Quinn, 1999) is used to diagnose distinctive subcultures in four MUSE subunits. This is the first time the OCAI has been used in this manner as indicated by available research published to-date and by personal correspondence with one of the OCAI authors (K. Cameron, personal communication, July 2, 2001). Additional quantitative and qualitative data are collected over an eighteen-month period to substantiate the OCAI findings. This case also develops and employs a unique planning typology to investigate how the members of the identified four organizational subcultures agree or disagree with a top-management system-wide planning effort. The MUSE top-management planning effort is based in the “Balanced Scorecard” (BSC) method, popularized by Kaplan and Norton (1996, 2001 a). The results of this case study demonstrate a patterned relationship between subunit subcultures and the way that these subunits would prefer to conduct planning. Based in diagnosing subcultural preferences for system-wide planning types, the study also reveals substantial disagreement patterns with top-management use of BSC. Overall, the study indicates that diagnosing organizational subcultures and planning agreement patterns can inform organizational efforts to integrate activities and decisions through system-wide planning.
El presente estudio estableció como objetivo central analizar en el ámbito laboral mexicano un modelo que contextualizara al clima organizacional y lo vinculara con la cultura organizacional. Se ...eligió al modelo de valores en competencia (MVC) de Kim S. Cameron y Robert E. Quinn, por ser tal vez el marco de referencia con mayor evidencia empírica en lo que respecta a la cultura organizacional. El MVC propone una estructura de cuadrantes de valores para las organizaciones: 1) enfoque interno, flexibilidad (organización familiar o clan); 2) enfoque interno, estabilidad y control (organización jerárquica); 3) enfoque externo, flexibilidad (organización adhocrática); y 4) enfoque externo, estabilidad y control (organización de mercado o metas). Asimismo, este modelo sostiene que las organizaciones presentan una mezcla de valores de todos los cuadrantes. Los resultados, en términos generales, fundamentaron dicho modelo en una muestra heterogénea de doce organizaciones de la región central de México (1 424 casos). Por otra parte, se construyó una primera versión de un instrumento que pretende medir el clima organizacional en función del MVC, el cual demostró capacidad de discriminar entre organizaciones y ser en términos generales válido y confiable.
The purpose of this study was to explore a model in the Mexican labor field that contextualizes organizational climate and links it with organizational culture. The Competing Values Framework (CVF), by K. S. Cameron & R. E. Quinn, was chosen due to its importance as the framework with more empirical evidence regarding corporate culture. The CVF proposes a four-quadrant structure for organizations: 1) internal focus, flexibility (clan), 2) internal focus, stability and control (hierarchy), 3) external focus, flexibility (adhocracy), and 4) external focus, stability and control (market). Likewise, it states that organizations present a mix of values from all quadrants. Overall, the findings of the study founded the model on a heterogeneous sample of 12 organizations (n=1424) in the central region of Mexico. In addition to the model, a primer version of an instrument was designed with the intention to measure organizational climate according to the CVF. The instrument proved its capability to discriminate amongst organizations and, in general, its reliability and validity.
National responses to the Francis report recommendations call for a stronger emphasis on the service-user perspective. This article uses a client scenario to reflect on how dehumanised aspects of ...care can become humanised by basing our practice on a humanising values framework, and argues that the framework can, despite the system, provide a guide to support us "to do the right thing".
La cultura empresarial está orientada a medir los diversos valores integrados en las organizaciones cualesquiera que sea su giro y su tamaño, por tal motivo, actualmente ha surgido un amplio interés ...por parte de los investigadores en proponer diversos modelos que permitan a las empresas medir los valores que tengan como hábito practicar sus trabajadores. Uno de los modelos que más se ha utilizado en la literatura actual es el Competing Values Framework (CVF) propuesto por Cameron y Quinn (1999), basado en un esquema de valores de competencia, el cual realiza un diagnóstico en la organización considerando el total de los empleados sin importar el rango o estatus dentro de la empresa. En este sentido, este estudio con una muestra de 400 empresas, analiza el tipo de cultura empresarial que tiene la Pyme de Aguascalientes mediante la aplicación del modelo CVF. Los resultados obtenidos muestran que la cultura empresarial dominante en la Pyme es la de tipo Clan, seguida de la Jerárquica, Adhocrática y de Mercado, según la percepción de los gerentes encuestados.
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