Management effects on quality‐policy implementation

Abstract

Purpose

This paper aims to review the levels of management commitment and involvement in four small (fewer than 500 employees) pharmaceutical companies and the nature and extent of structured programs for policy implementation.

Design/methodology/approach

In each of the companies, the comparative success of policy implementation was assessed by the extent of management commitment to the process. Assessments were based on the review of 40 attributes of a four‐part implementation cycle. A lack of a structured process, lack of support and involvement of management and the degree to which management was subsequently involved in the overall implementation were commonly observed problems. The degree of management involvement was a prominent factor in the overall success of the policy implementation.

Findings

Quality policies play an important role in the understanding of a company's operational principles and practices. The most successful policy implementation in the companies studied relied on policies being drafted internally with the cooperation of not only the nominated quality management but also the supporting non‐quality management functions. The use of a structured and predetermined implementation plan that is shared across all sectors of the company and the development of supporting systems to monitor progress were also observed to benefit employee involvement and effective policies.

Originality/value

The study of these companies and their comparative abilities to follow a structured process for quality system policies provides valuable guidance for quality practitioners facing similar processes of change within their own organizations. A structured process for implementing policies is also provided.

Citation

London, C. (2005), "Management effects on quality‐policy implementation", The TQM Magazine, Vol. 17 No. 3, pp. 267-278. https://doi.org/10.1108/09544780510594234