A Study of Relationship between the Attitude to Total Quality Management of Academic Top Executive and Organizational Culture

• Main Authors: Lih-zong Ke, 柯麗蓉
• Other Authors: Gou-fong Liaw
• Format: Others
• Language: zh-TW
• Published: 1999
• Online Access: http://ndltd.ncl.edu.tw/handle/77656920926035171444

碩士 === 國防管理學院 === 資源管理研究所 === 87 === A through application of total quality management（TQM） to improve the performance of operation has become the trend of managing policy recognized by the industrial sector; meanwhile, how to elaborate TQM to develop the total quality education has been widely discussed in recent years by scholars of management and education. The educational field in many countries has also introduced the TQM into campus. For right now, numbers of university, such as Taiwan Science and Technology University, Yuan-Chih University and so on, have announced the adoption of TQM; however, none of military academy or school complied with the tendency. This study is based on Deming''s management theory and starts with Human Resource Management to emphasize the importance of high level managers and organizational culture. At the same time, by comparing the disparity of organizational culture of the universities which have adopted TQM and those didn''t, we may seek the possibility and direction of introducing TQM into the military academies and schools. This study selected a random sampling of 34 public and private universities and 7 military academies and schools from all parts of Taiwan and took the high level managers as research subjects. The principle results are as follows: (1) Public universities demonstrate the highest supportive and creative culture and the least bureaucratic culture. Private universities are of the second class. Military academies and schools are opposite to public universities; exhibit the least supportive and creative culture and the most bureaucratic culture. (2) The universities which have adopted TQM show the highest supportive and creative culture and the least bureaucratic culture; the universities which haven''t are of the second grade. Military academies and schools again display the least supportive and creative culture and the most bureaucratic culture. (3) The high level managers of the universities which have adopted TQM agree with it completely; private universities second. As for military academies and schools, the high level managers reveal the least agreement with TQM. By the view of benchmark, if the military academies and schools would like to bring in TQM to pursuit the outstanding military education, the only route is to escape from the whirlpool of bureaucratic culture and sail toward the direction of learning from public universities and the universities which have adopted TQM. Their high level managers need to enhance the knowledge of TQM and approve its performance; meanwhile, build actively a highly supportive and creative organizational culture to complete the preparation for introduction of the TQM; therefore, the military academies and schools may be able to successfully put TQM in practice.