The Quality Organization: A Conceptual Framework

Abstract

The quality organization has implemented a set of interdependent behaviors aimed at satisfying its stakeholders. Stakeholders' dissatisfaction inhibits management's ability to implement the behaviors, and management's failure to implement the behaviors leads to stakeholders' dissatisfaction. A challenge managers are confronted with is how to implement the behaviors and reconcile stakeholders' conflicting needs and demands. Subsequent to the development of this framework, the writer asked employed MBA students to rate the extent their corporations practice contemporary thought, as they perceive it. Propositions were fully discussed in class prior to the ratings. Students were asked to prepare a term paper describing the rationality for their ratings. The findings are that today's organizations pay a lot of attention to the external environment, their organizational structures are still too tall, and the Theory X managerial mindset is still more prevalent than the Theory Y mindset. This study's limitation is that it involved only MBA students enrolled in the writer's management and organization course in the school of business at Montclair State University. Therefore, the findings cannot be tested scientifically or generalized. The practical implication of the findings is that organizations need to establish a system where there is more internal communication, cooperation and collaboration among their subunits.