Organizational Change: Total Quality Management and Business Process Reengineering

Running head: ORGANIZATIONAL CHANGE
ORGANIZATIONAL CHANGE
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1ORGANIZATIONAL CHANGE
Organizational change is the procedure of changing the strategies, technologies, culture,
processes, structure and regulations of the organization to reorganize the operation of the
companies so that a positive shift of environment can be brought about in the organization. Total
Quality Management or TQM change tools are defined as the management approach to the long-
term success through customer satisfaction. This type of change tool is effective for the change
in the service industry. On the other hand, Business process reengineering or BPR tool purely
focusses on the perfect analysis and design of the business processes and workflows in the
organization. This essay explores the contention that both Total Quality Management or TQM
change tools and Business process reengineering are useful for the service industries, but only
Business process reengineering is a useful change tool for manufacturing industries.
This essay will be first discussing two important change tools Total Quality Management
and Business process reengineering along with their operations. Secondly it will discuss the
similarities and differences between the manufacturing and service companies with example and
finally analyses the effective application of these two change tools on these two types of
industries. This essay will give scope to understand the efficiency of these two change tools in
the different sectors of business. However, this essay will not cover the efficacy of these tools in
the retail industries or IT industries of the world.
Total Quality Management tools guarantees success of the organizations when all the
members of the organizations take part in improving the products, process and services as well as
the culture of the organization so that their service to the customers becomes more improved.
There are eight primary elements of TQM which includes the customer focuses, total employee
involvement, process centralism, integrated system, strategic as well as systematic approach,
factual decision making and communications (Murmura et al. 2018). It is a management system

2ORGANIZATIONAL CHANGE
especially applicable for the organizations which depend only upon the customers satisfaction.
Therefore, this involves all the employees of the organization for this improvement. This uses
data, strategies, along with the effective communication among the other stakeholders so that it
can integrate quality discipline in the organizational culture as well as its activities. This is the
reason why the organizations use this tool for its systematic and participative approach that
creates scope for planning ad implementing a constant organizational improvement process
(Olivier, Borros and Reyes 2014). TQM also focusses on the exceeding the customer’s
expectations, building commitments, identifying problems and promoting an open decision-
making process among the employees of the organization.
Business process reengineering or BPR tool analyses and designs the business processes.
This involves radical redesigning of the core business process for achieving dramatic
improvement in the quality, productivity and cycle times of the firms. Under this technique, the
companies being changes from the root situation as they stat from scratch and rethink the
existing processes for delivering more value to their customers. This tool helps the companies to
restructure their organization by focusing on their ground up design of the business processes.
This business process reengineering technologies emphasize a holistic focus on the business
objectives as well as how the processes are related to them. This tool encourages a full-scale
recreation of the processes rather than iterative optimization of the sub-processes. There are five
factors that help the companies to apply Business process reengineering process and gain
success. These include team composition, corporate needs analysis, sufficient information
technology infrastructure, efficient change management as well as continuous improvement
(Park, Park and Yoo 2018). This particular toll has six sequential stages which makes it