Abstract
This article describes an organizational transformation effort undertaken at the White House Communications Agency. It shares the Agency's efforts through the period of 1992–98, beginning with a Deming-based approach to continuous quality improvement through implementation of a total organizational redesign using systems thinking. It describes the obstacles to implementing quality concepts in a high-visibility, high-security organization, and examines the influence of the Agency's organizational culture on quality performance and improvement. The discussion examines the applicability of several broadly accepted quality concepts to the “ultimate command-and-control” organization. It concludes by suggesting the need for further investigation into the factors that affect the transferability of quality and systems thinking concepts between commercial and guardian organizations.
Published Version
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