Abstract
This study aimed to propose a conceptual model of Identification of Organizational Decline, based on two indicators: Organizational Satisfaction Indicator and Financial Indicator. For the study, we used two bibliometric reviews, which, ultimately, associated the variables of the foundations of excellence in quality with organizational decline. As a result, we observed that the topic of organizational decline in companies has factors of managerial, physical, financial, and behavioral nature, and that their performances worsen by their lack of initiative in using the three planning processes (strategic planning, budget, and control) in a structured way. Regarding companies that seek excellence in quality, these concerns become increasing demands for their managers, who must develop responsible practices and tools to achieve a good performance, bearing in mind the constant search for satisfaction and retention of customers not only for the final product, but throughout the chain process. Thus, the literature on this topic is vast, and this study is justified because it notes a strong relationship between the lack of factors of excellence in management and organizational decline.
Highlights
The principles of Total Quality Management (TQM) started to be disseminated since 1950, but only started to be understood and implemented by most organizations in the late 20th century
This filter is justified by only requiring articles in journals with international relevance, resulting, in one more filter before the sum of articles for full reading, shown in Table III: The articles were repeated in Table III because many of them appeared in both Review 1 and Review 2. This was possible because the second review presented the keywords in the title and in the full text, which caused many articles of the first review on models of decline to show up in the review on organizational decline combined with the foundations of excellence
According to the results found by Feitosa & Pimentel 2013, there are two schools of thought: the first advocates a positive correlation between the adoption of a model of excellence and the performance of financial indicators; the second portrays that this relationship is irrelevant and that the adoption of the model can generate better performance only in the company’s internal management. (Miranda et al 2012); (Feitosa & Pimentel 2013)
Summary
The principles of Total Quality Management (TQM) started to be disseminated since 1950, but only started to be understood and implemented by most organizations in the late 20th century. It is noticed that companies must adopt some strategic postures to prevent this from happening and enable the development of indicators that collaborate with this analysis and identification of this process. This may help organizations understand the causes and strategies needed to reverse poor performance (financial or non-financial) throughout the production process
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
