Quality Culture and the Concept of Change Management


Globalization and competition in the business environment has led to the embracement of quality culture as part of the change management in the organizations. Quality culture refers to the integration of enrichment mechanisms and programs that are intended to improve the overall performance of the organization and service to the customers. Change management is mainly described as the systematic process of realigning the individuals and the organization to meet some desired standards. Quality culture is mainly integrated in the change management process thus leading to improvement in the operation and management of the organization (Handy, 1985). The research will look into application of quality culture and the concept of change management in modern day organizations.

Change management is mainly reliant on several pillars which include technological, structural and attitudes change in the personnel. According to Bright and cooper, culture is overly referred to as something an organization has (1993, p. 21-7). This is a paradigm shift from the assumptions that an organization culture was entirely dependent on what the organization is. In order to understand the organizational culture and change management, it is imperative to apply theoretical frameworks. Several frameworks are integrated with the management programs to help creating the desired changes in the organization.

There are many frameworks of change in use by various organizations in the world. The emotional change cycle is imperative in relating the cultural practices in the past and presently in comparison to the desired change in the future. Lewin phases of change also operate in the premise of unfreezing the potential with the aim of changing the individuals to conform to the outcomes. Nevertheless, barriers to cultural change are evident in organizations owing to the varying disparities between countries and people.

A successful change management requires the combination of people and culture which are complemented with technological advancement. This is believed to effectively the efficiency and operations of an organization particularly when cultural considerations are put at the fore front of the change. The integration of strong procedures in the change management complement wit h wise leadership is vital and catalyst for successful change. Book (2005, p. 24-45) asserts that the understanding of the history of the culture of the organization from it inception is vital in initiating meaningful change. This encompasses how the organization deals with relationship with other people and how the clients are treated when receiving services.

There have been varying efficacies in the application of change management approaches. Many business analysts have offered contradicting views on the best way forward. While many are of the view that piecemeal changes are more effective, others are recommending the utilization of wholesome changes. The piecemeal approach offers the organization the best option due to its cost effective while failing to disrupt the business environment. They are less demanding thereby giving the clients and the consumers enough time to adjust to the changes. The wholesome changes are thought to have undesired changes in established systems since it destroys the prevailing conditions in the organization (Miller & Friesen, 1982, p. 862-92).

Total quality management in the organization requires the acknowledgement of the changing attitudes of consumers and staff in a certain line of business. The changing perspectives regarding the application of corporate culture in the business environment is also a key component for a successful change management. The understanding of the changing priorities especially in enhancing quality and productivity can also make a big difference in the shaping of the organizational culture. It is therefore worth noting that the success of any business is overly reliant in the culture they embrace. This is reinforced by the increasing competition that has resulted in businesses offering similar products. This makes the business that embraces positive cultural practices towards the client and staff to emerge a market leader in that line of business. The emirates group has carved a niche in the airline industry with its customized services in its flights that makes it address consumer needs.


This is a case study on the organizational culture of firms and change management in firms. The study will entail an in-depth review of available literature on the organizational culture and change management. Special attention will be given to firms in the United Arab Emirates and international organizations. The organizations in the United Arab Emirates are vital in this study since little research on the topic have been carried out in the Arab countries. Moreover, the UAE economy is rapidly growing thereby making many corporate to expand into the region. The emirates group, Dubai bank and the Dubai investment authority were selected due to their large foot prints in the world economy.


The Emirates group has put in place a very solid foundation that respects and promotes the cultural diversity of the travelers who use their planes. The integration of diverse cultures through employment of personnel from various destinations who are inducted in their culture makes the airline a leader in the industry (Emirates group). Dubai bank has also started programs that enhance the cultural norms of the community where it operates. The three organizations embrace and encourage verbal communications through promotion of languages of the regions they are operating. The emirates group has a clear corporate culture that has a systematic hierarchy that empowers and motivates employees. Dubai bank and the emirates group provides tailor made services for the consumers.


The integration of diverse cultures and verbal communication has resulted in the exponential growth of the emirates group. This is through the unfreezing of the staff potential thus enhancing their productivity particularly in satisfying the consumers’ needs. The solid foundation in leadership in the emirates and the Dubai investment authority has impacted in their overall growth plans and helped boost the economy of the United Arab Emirates (Chang, 1996, p. 12-24). The vision and strategy of the three organizations in respecting cultural diversity and hierarchies has empowered the employees since they get motivated. This is mainly due to the fact that they feel as part of the overall growth plan of the organizations. The services offered by the emirates group and Dubai bank are in tandem with global trends.


Quality culture and change management have shaped the business environment in recent times. Accordingly, it is important to note that the application of theoretical frameworks in effecting these changes is imperative in meeting the organizations goals particularly in the United Arab Emirates. Positive impacts are achieved through systematic implementation of cultural changes. Quality culture should b embraced by all organizations if they are to achieve the desired overall changes in their systems.


Bright, K. & Cooper, C. L., 1993. Organizational culture and the management of quality. Journal of Managerial Psychology, 8(6), pp. 21-7.

Chang, S.L., 1996, Organizational culture and its relationship to total quality management implementation: a preliminary study”, dissertation, University of Missouri-Rolla, Rolla, MO.

Emirates Group. (n. d.) Our vision and values: The principles which propel us forward. 2010. Web.

Handy, C., 1985, Understanding Organizations. Harmondsworth: Penguin Business Books.

Miller, D. & Friesen, P., 1982. Structural change and performance: quantum vs piecemeal incremental approaches. Academy of Management Journal, 25(4), pp. 867-92.

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