ABSTRACT
The successful pursuit of a quality programme requires the dedication of substantial organisational resources, and it is vital to understand whether and how this generates value for the organisation. As long ago as 1996, Jiang Zemin, then President of the PRC, called on the Chinese to ‘focus on quality, not quantity’ – this in the world’s largest emerging economy, treating quality not just as an organisational priority but as a national one. Evidence of its success can be seen in the massive and continuing economic growth of China since that exhortation and its emergence as a significant manufacturer of a wide range of consumer goods – from electronics to cars. In 2008, China relaunched the MG brand in the UK having re-established final assembly of sports cars at the old Rover plant in Longbridge, the same year as it launched the brand in China itself. While Chinese companies such as Geely now own Western brands like Volvo, and Chinese companies are making investment inUK energy production,Western companies, working with local partners, are now well established manufacturing in China. All organisations and countries seeking to achieve economic success must take quality seriously. This chapter explores the role and implications of quality in the organisation through
consideration of the conventionally recognised different levels of management decision making (operations, administration and strategy). The idea of ‘normative’ decision making (Beer, 1979), that is decisions based on identity (values, beliefs, soul), are introduced to enhance understanding. The implications for an organisation of pursuing a strategy for quality will be assessed starting with operational management.
