International Journal For Multidisciplinary Research

E-ISSN: 2582-2160   •   Impact Factor: 9.24

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Assessing the Impact of Organizational Culture on the Sustainability of TQM Programs

Author(s) Dr Mrityunjay Kumar, Mr.Ranjit Kumar
Country India
Abstract This study investigates how organizational culture affects the long-term viability of Total Quality Management (TQM) initiatives. TQM, a holistic management strategy that emphasizes customer satisfaction as the means of achieving long-term success, needs a supporting corporate culture to be successful. In order to create a TQM environment that is sustainable, this research examines a number of cultural elements, including leadership, communication, teamwork, and continuous improvement. The study finds critical cultural characteristics that have a major impact on the durability and efficacy of TQM projects using a mixed-methods approach that includes surveys and case studies from a variety of industries. Results show that TQM initiatives are more likely to be effectively sustained in firms with a strong collaborative culture, open communication, and leadership commitment to quality. It is more likely for firms to successfully maintain TQM programs when there is a strong culture of collaboration, open communication, and leadership commitment to quality. The research ends with suggestions for developing an organizational culture that upholds and reflects TQM's core values, strengthening the methodology's overall viability and influence on company performance.
Keywords Organizational culture, Total Quality Management (TQM) , Sustainability, Quality management, Customer satisfaction, Business performance & Management approach
Field Mathematics > Economy / Commerce
Published In Volume 6, Issue 4, July-August 2024
Published On 2024-07-23
Cite This Assessing the Impact of Organizational Culture on the Sustainability of TQM Programs - Dr Mrityunjay Kumar, Mr.Ranjit Kumar - IJFMR Volume 6, Issue 4, July-August 2024. DOI 10.36948/ijfmr.2024.v06i04.25044
DOI https://doi.org/10.36948/ijfmr.2024.v06i04.25044
Short DOI https://doi.org/gt43rk
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