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In this book, the authors relate Total Quality Management (TQM) to the broader organisation and environment in the context in which TQM is located, bringing in consideration of organisational culture and structure, of employee relations and the balance of power between management and employees and the role of Human Resource Management. This involves a critical appraisal of TQM, considering both the way in which employees perceive its operation in practice and the question of 'who gains what' from TQM.

Managing with Total Quality Management: Theory and Practice

List of Tables and Figures.- Introduction.- What Do We Mean by 'Quality' and `TQM'?.- The Origins and Development of TQM.- TQM, Organisational Change and Human Resource Management.- TQM in Practice.- Citizens as Customers: The Politics of Quality in Local Government.- Making TQM Work in a Tough Environment: British Steel Teesside.- Fads and Fixes: Waving Goodbye to Quality?.- Re-imaging Customer Services: The Management of Quality in Food Retailing.- Pay, Rewards and Recognition: Managing Quality in a Small Firm.- Conclusions: Whether TQM?.