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What happens when you bridge the fields of Total Quality (TQ) and Organization Development (OD) to improve organizational performance? You get Total Quality and Organization Development.
Here is a comprehensive and practical treatment of the impact TQ approaches to system performance has on OD. For the first time, views of organization change processes taken by academic researchers and practitioners in the fields of TQ and OD are bridged into a single text. Total Quality and Organization Development presents empowering insights, up-to-date tools, and challenging opportunities for organizational managers, OD practitioners, academicians, trainers, and students alike.
When facing the fact that a true need exists to transform organization structures and corporate cultures, and to develop organizations to meet the challenges and demands of the next century, the principles and practices of total quality can aid in the transformation. OD was originated by a group of varied professionals, ranging from organizational psychologists to economists and philosophers who had a major role in developing the "human" side of work. The core philosophies of the parallel movements of OD and TQ are rapidly coming together as quality advocates deal with human factors in quality improvement and the technical and measurement factors that accompany such changes. This book will be a vital tool in making those changes successfully.

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CHOICE Review

This well-written and well-organized book is designed for the reader who wants to integrate already-familiar organizational development (OD) theories and practices with the concepts and practices of total quality management (TQ). Lindsay (Northern Kentucky Univ.) and Petrick (Wright State Univ.) argue that OD professionals need to assume a strategic role and that TQ and OD are complementary theories that will enable that strategic role. Following a concise overview of the history and concepts of TQ, the text focuses on strategic, process, project, and performance dimensions in a consistent pattern. Each chapter begins with an overview of related TQ theory and practices, followed by a discussion of the role of the OD practitioner in helping the organization achieve its TQ and business objectives. Some cases, article abstracts, and instruments are included, but not consistently throughout. A helpful sample TQ implementation plan is provided, and the extensive chapter-by-chapter bibliography is a strength of this work. The authors do an admirable job of tying together, apparently for the first time, the literatures of TQ and OD. Managers, OD practitioners, and upper-division undergraduate and graduate students alike will find this book helpful in uniting TQ and OD concepts into usable ideas. B. J. Keinath Metropolitan State University