Total quality leadership: Employing organisational learning as a conduit

Oxtoby, Barrie, Morgan, Robert E. ORCID: https://orcid.org/0000-0001-8981-3144, McGuinness, Tony and Jones, Martyn 2001. Total quality leadership: Employing organisational learning as a conduit. International Journal of Management 18 (2) , pp. 245-251.

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Abstract

The British Government sold Rover Group to British Aerospace in 1988 for L150m. In 1994, it was re-sold to BMW for L800m. During that period, a major factor which added value to the business was a culture-change program with substantial investment in people. A key component within the program was the advent of a new style of leadership, which was often equated as moving from a "cops to coaches" style of government. The Group promoted a style where line managers maintained the prime responsibility for developing employees with professional specialist help from HR Professionals. This paper provides an account of this leadership program that was founded upon a Corporate Learning Process. Consideration is given to the driving features of the Rover Company, common processes and working practices, managerial practices and competence implications.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > H Social Sciences (General) H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
ISSN:	0813-0183
Last Modified:	24 Oct 2022 09:56
URI:	https://orca.cardiff.ac.uk/id/eprint/42622

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