Discussion

Organizational culture is one of the important aspects for implementing TQM practices.
Few researchers have concentrated their efforts on studying this concept. According to Stock et
al. and Yu (2007), organization culture is defined generically as, the set of norms, beliefs and
values shared by members of the organization. Many research studies have been carried out to
understand the impact of the types of organization culture namely group/clan, adhocracy,
hierarchical and market/rational, on the implementation of Total Quality Management (GimenezEspin et al., 2012). In this paper, I will discuss how four types of organization culture impact the
total quality management implementation in an organization.
Claims
According to reviewed literature, it can be said that types of organization culture have
either positive or negative impact on an implementation of TQM. Each of the four types of an
organization culture has different impact.
The first type which is group or clan culture has favorable or positive effect on
implementation of TQM or organizations with clan culture are most favorable to implementing a
TQM program successfully because organizations that are dominated by clan or group culture
are comfortable with the change that might take place due to implementation of TQM. Clan
culture has factors such as employee motivation, commitment and customer orientation that play
vital role in implementation of TQM successfully. Accordingly, members in such organizations
are expected to work and behave in manner consistent with TQM practices (Naor et al., 2008).
Prajogo & McDermott (2005) believe that organizations with clan or group culture are
the most favorable to implementing a TQM programme successfully. It is also argued that to

implement TQM successfully, the organizational culture must change and be characterized by its
customer orientation, the support of senior management, employee engagement and variables
that are present in clan/group culture (Naor, Goldstein, Linderman, & Schroeder, 2008). The
clan/group culture has an internal focus that is suitable for total quality management. (Prajogo &
McDermott, 2005). Moreover, organizations dominated by group or clan culture give its
members a voice in the product design and process management, as well as responsibility for
the results (Naor, Goldstein, Linderman, & Schroeder, 2008, p. 676). Furthermore, Neal, West,
and Patterson (2005) have stated in their study that the organizational climate favors training and
motivation, variables that form part of the clan and culture. This will support the success of a
TQM system, so after reviewing arguments stated above, it is evident that organization
dominated by group or clan culture are favorable to implementation of TQM successfully.
According to literature, the second type of organization culture which is adhocracy
culture, is in positive relationship with an implementation of total quality management and I
strongly agree to this statement because of few reasons and evidences that are available to prove
so. Adhocracy culture has characteristics such as workers training, motivation, anticipation of
customer needs, continuous innovation that has a positive relationship with information
availability and flexibility within the organization. Because of these characteristics adhocracy
culture tends towards facilitating implementation of TQM. Few studies have also suggested that
external orientation of adhocracy culture has a positive relationship with TQM implementation
and success.
Jabnoun & Sedrani, (2005) have argued that customer orientation and continual
improvement are the two variables available in adhocratic culture that have major effect on
implementation of TQM and its success. It is argued that adhocracy promotes continuous

innovation, a highly educated workforce, great autonomy and motivation and availability of
useful information (Lo, 2002). Some studies have indicated that organizations with adhocratic
culture that use quality systems obtain better results (Lagrosen & Lagrosen, 2003). It is argued
by Cameron and Quinn, Zu et al. (2010) that corporations dominated by the adhocracy culture
type are characterized by a vibrant, innovative and flexible tendency. These organizations
stimulate individual initiatives and the utilization of new systems such as TQM which improves
the efficiency of their organization. This will in turn foster individuals Involvement in the
implementation of TQM and increase the probability of TQM success. Moreover, it is suggested
by the findings of many research studies that adhocracy culture has positive influence on TQM
implementation (Naor et al., 2008; GimenezEspinet al., 2012). Therefore, it is proposed that
adhocracy culture is in positive relationship with implementation of TQM and its success.
In available literature it is argued that bureaucratic culture such as hierarchical culture
does not lead to successful implementation of TQM. This is because, the characteristics of clan
or adhocracy culture such as workers training, motivation, customer orientation and continual
improvement that result in positive effect on TQM implementation, will not be present in an
organization dominated by hierarchical culture. Another reason to support this claim is that
customer orientation is important for success of TQM and innovation is key to achieve customer
orientation, but this variables are not available in hierarchical culture. In available literature, it is
also suggested that the hierarchical culture emphasizes the normalization of processes and
standardization of products because of this, organizations dominated by such cultures might
prefer implementation of quality programs such as ISO9000 than implementation of TQM.
It is argued by Mosadegh Rad (2006) found that bureaucratic cultures, in which control is
important, such as the hierarchical and the market culture, were characterized by TQM programs

that had little success. The studies have also shown that hierarchical status does not lead to
successful TQM implementation (Kumar & Sankaran,; Walumbwa & Lawber, 2007) and that
cultures with high bureaucracy do not encourage TQM because of their lack of customer
orientation (Lagrosen & Lagrosen, 2003). Corporations dominated by the hierarchy culture fail
to encourage innovation and creativity among their employees (Zammuto, Gifford, & Goodman,
2010). Thus, members working in such organizations, are expected to be less likely to apply
TQM. . It is also argued by Zammuto et al. (2010) that organizations dominated by the hierarchy
culture do not encourage innovation and creativity. Furthermore, these organizations resist the
implementation of new change initiatives and ignore or minimize environmental influences
(Zammuto et al., 2010). Consequently, the members of this kind of organization are more likely
to have a negative attitude towards organizational change. Thus, it is evident that organizations
dominated by the hierarchy culture does not lead to successful implementation of TQM or such
organizations are in negative association with implementation of TQM.
After reviewing the existing literature, it is reported that another bureaucratic culture that
is market culture is in negative association with implementation of TQM. I agree this argument
because in market culture control and formalization are considered as important elements, so
there will be no innovation and thus customer orientation is unable to achieve. Customer
orientation is an essential element for implementation which is not present in market culture so
with such culture implementation of TQM will not work to give desired results.
In order to support above described claim, some studies have indicated that the market
culture has an orientation towards fixed objectives and the search for the lowest transaction costs
with respect to suppliers, customers and workers, which may adversely affect the successful
implementation of TQM (Aiken, Bacharach, & French, 2008). In literature it is reported by

Cameron and Quinn (1999) that organizations dominated by the market culture, have a resultdriven ethos. The question of morale and personnel development tends to be considered less
important by the leaders who are more single-minded about getting the job done and increasing
profits (Cameron & Quinn; Zammuto et al., 2010). Other studies have shown that customer
orientation and continual improvement, two of the variables present in both clan and adhocratic
cultures, and not present in market culture, are those that have a major effect on TQM success
(Jabnoun & Sedrani, 2005). As a result of this discussion it can be stated that organizations
dominated or run by market culture are in negative association with successful implementation
of TQM and it can also be stated that market culture has adverse effect on implementation of
TQM and its success.