An examination of the barriers to application of the management theories of W. Edwards Deming

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dc.creatorWaters, Frances Carol
dc.date.accessioned2016-11-14T23:19:15Z
dc.date.available2011-02-18T21:10:03Z
dc.date.available2016-11-14T23:19:15Z
dc.date.issued1996-08
dc.degree.departmentPolitical Scienceen_US
dc.description.abstractW. Edwards Deming, recognized as the leader of modern Japanese management methods, drew widespread attention from U.S. leaders in the private and public sectors beginning in the 1980S. His theories of management, which offered to improve productivity by enhancing the quality of products and services, were promulgated through well-attended seminars and through extensive media exposure. Yet, many of his central premises have not been applied in the U.S. This dissertation explores the historical and sociocultural barriers to the application of Deming's theories. This exploration reveals acceptance of Deming's theories is impeded by historical artifacts, ingrained management assumptions, and post-modern conditions that include lack of a common language with which to assess organizational change. The resultant theoretical incoherence is illustrated by comparing Deming theories with applications of Quality Management variations and with the Clinton Administration's National Performance Review.
dc.format.mimetypeapplication/pdf
dc.identifier.urihttp://hdl.handle.net/2346/15600en_US
dc.language.isoeng
dc.publisherTexas Tech Universityen_US
dc.rights.availabilityUnrestricted.
dc.subjectDeming, W. Edwards (William Edwards), 1900-1993en_US
dc.subjectQuality control -- Historyen_US
dc.subjectTotal quality management -- Historyen_US
dc.subjectNational Performance Review (U.S.)en_US
dc.titleAn examination of the barriers to application of the management theories of W. Edwards Deming
dc.typeDissertation

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