Are middle managers' beliefs about quality and their quality programs consistent and does this matter?

Abstract

The paper explores some factors that may lead to middle managers in organisations holding differing views on their quality programs. In particular, it considers the possibility that differing views are related to job role. The data is from research into the beliefs and attitudes of middle managers towards quality programs in twenty-one Australian organisations. Findings suggest that the quality specialists have more positive views of their companies' quality programs than other job groups. There was no evidence to suggest that those in operations type roles have more positive views about their quality programs than those in non-operational roles, even though the history of quality development suggests otherwise.