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Transformation and Redesign at the White House Communications Agency

Summary: [This abstract is based on the author's abstract.] An organizational transformation undertaken at the White House Communications Agency is described. This covers the Agency in 1992-98, beginning with a Deming-based approach to continuous quality improvement through implementation of a total organizational redesign using systems thinking. Obstacles to implementing quality concepts in a high-visibility, high-security organization are described, as is the influence of organizational culture on quality performance and improvement. The discussion examines the applicability of several broadly accepted quality concepts to the ultimate command and control organization. Further investigation is needed into the factors that affect the transferability of quality and systems thinking concepts between commercial and guardian organizations.

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  • Topics: Change Management
  • Keywords: Deming, W. Edwards,Fear,Organizational design,Organizational culture,Participative management,Cultural change,Continuous quality improvement (CQI)
  • Author: Jacques, March Laree
  • Journal: Quality Management Journal