Implementing total quality management at a public service institution : the role of organisational culture

Abstract

There is ample research on organisational culture and Total Quality Management (TQM) in various industries, but more studies need to be done in the South African educational context. The current study investigated the role of organisational culture in effectively implementing TQM within the education, training and development context. The competing values framework (CVF) was used to investigate the clan, adhocracy and hierarchical cultures as components of TQM adoption. A qualitative case study approach was utilised as the method. Purposive sampling was used to select participants, managers aged 38 - 65 from five business units from the institution. The current study collected data from semi-structured interviews and analysed it using a content analysis strategy. The adhocracy culture was less evident within the selected public service institution due to low staff morale caused by the COVID-19 lockdown and other underlying issues. The hierarchy culture, a more controlling form of TQM and negatively associated with it, was evident. Participants desired a more flexible culture with less rigidity and resistance to change. Participants articulated the need for solid foundations and getting the basics right to improve the organisation’s culture and quality management efforts. The current study found that encouraging a collaborative culture is essential and that promoting cross-functional cooperation would improve TQM.