Abstract: . . .  McGraw-Hill, New York, NY. 3 Handy, C., Understanding Organizations, Penguin Business Books, Harmondsworth 4 Peters, J., “Total strategy”, Management Decision, Vol. 30 No. 8, 1992, pp. 12-21. 5 Argenti, J., Corporate Collapse, McGraw-Hill, New York, NY. 29 Are ISO 9000 and TQM mutually exclusive? Matthew Hind Training for Quality Volume 4 · Number 2 · 1996 · 25–29  . . .
. . .  Understanding Organizations, Penguin Business Books, Harmondsworth 4 Peters, J., “Total strategy”, Management Decision, Vol. 30 No. 8, 1992, pp. 12-21. 5 Argenti, J., Corporate Collapse, McGraw-Hill, New York, NY. 29 Are ISO 9000 and TQM mutually exclusive? Matthew Hind Training for Quality Volume 4 · Number 2 · 1996 · 25–29  . . .
. . .  all, the end result is that following the standard is more suited to a control culture. If this is there already, it will be reinforced; and if it is not, then the introduction of the standard will pull the organizational culture in this direction. Cultures that are likely to support TQ Most TQ approaches cover the same key points. Whether it is EQA or Baldrige, or Crosby or Deming, they all focus on three main areas: (1) customer management; (2) staff management; and (3) process management. If . . .
. . .  on top. For most organizations looking to take on board the more exciting areas of total quality, such as improved customer care and greater staff empowerment, they will also need to look long and hard at their management system. The culture that is required for total quality is a balance of several differing factors: flexi- bility and structure; control and innovation; internal and external focus; action and har- mony – and this balance is achieved on a quid pro quo basis. That is, by relinquishing . . .
. . .  place. The stronger the culture is then the harder it is to change. So, can a culture that supports ISO 9000 also support TQ? To try to answer this we need to understand what is likely to happen to an organization’s culture when it moves towards and then attains registration to this quality standard. Effect of ISO 9000 on the organizational culture If the most successful change programmes[4] require to be aligned with the organizational culture, then it is likely that a successful ISO approach should . . .
. . .  McGraw-Hill, New York, NY. 3 Handy, C., Understanding Organizations, Penguin Business Books, Harmondsworth 4 Peters, J., “Total strategy”, Management Decision, Vol. 30 No. 8, 1992, pp. 12-21. 5 Argenti, J., Corporate Collapse, McGraw-Hill, New York, NY. 29 Are ISO 9000 and TQM mutually exclusive? Matthew Hind Training for Quality Volume 4 · Number 2 · 1996 · 25–29  . . .
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