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1、Thecurrentissueandfulltextarchiveofthisjournalisavailableathttp://www.emerald-library.comIJOPMOrganisationalcultureand21,3qualityimprovementR.Maull302UniversityofExeter,Exeter,UKP.BrownAXONConsulting,London,UK,andR.CliffeLloydsTSBBank,UKKeywordsTQM,Organizationalculture,Financialservices,Organi
2、zationalchangeAbstractThisarticlehastwomainsections.ThefirstsectionpresentsthetheoreticalunderpinningsforthedevelopmentofaculturalanalysismodelthatcompaniesshouldundertakepriortoembarkingonaTQMprogramme.ThePCOCmodel(Personal,Customerorientation,OrganisationalandCulturalissues)whichisderivedfrom
3、theHofstedeapproachtoculturalanalysis,wasusedtodeterminewhetherthedevelopmentofaquestionnairetomeasurethecultureandtheorganisationalenvironmentcouldbeachieved.Themodelalsoprovidesanorganisationalclimateanalysiswhichcanthenbecomparedwithresultsfromtheculturalanalysis.Describesasevenstepapproachw
4、herebycompaniescanoperationalisethePCOCmodeltotheirorganisation.Thesecondsectionofthearticlepresentsthefindingsfromtheuseofanorganisationalcultureassessmentmodel,PCOC,withinfourfinancialservicesorganisations(FSOs).ThereturnsforeachoftheFSOswereanalysedagainstthereturnsforthefourorganisationsasa
5、whole.TheresultsforeachFSOarepresentedseparately.ThemajorissuesforeachFSOaredrawnoutusinga``’’testtoanalysethedifferencesfortheFSOsasawhole.BackgroundThisarticledescribestheresultsofaresearchprojectwhichbeganwiththerecognitionthatmanycompaniesundertakingtotalqualitymanagement(TQM)programmeshave
6、,inrecenttimes,switchedtheirattentionfromapplyingthetoolsandtechniquesofTQMtoattemptingtoaligntheirTQMprogrammewiththeirprevailingorganisationalculture.ThisleavespractisingmanagerswiththedifficultyofidentifyingtheirorganisationalcultureorculturesandtailoringtheirTQMprogrammestomatch.Inthispaper
7、theauthorsseektoprovideamodelfororganisationalcultureandprovideresultsfromtheapplicationofthemodelwithinfourseparatebusinessunitsofafinancialservicesorganisation.Experiencewithinourcasestudycompanyhasshownthatthechangeissuesassoci
