Cultural Differences Between TQ and Traditional OrganizationsSome of the contrasting differences between modern TQ organizations and traditional organizations that predate the quality revolution are summarized below. Organizational structures: Traditional management views a business as a collection of highly specialized and distinct individual actors and units, linked within a functional hierarchy. Lateral connections are made by intermediaries close to the top of the provinces. TQ views the business as a system of interdependent processes, linked laterally, over time, through a network of collaborating suppliers and customers (internal and external). Processes are linked to the mission and purpose of the company, through a hierarchy of micro and macro processes. Each process contains subprocesses and is itself contained within a higher order process. This process structure repeats throughout the hierarchy. Role of people: Traditional management views people as a commodity, virtually interchangeable, and to be developed according to the perceived needs of the business. People are passive contributors, with little autonomy, doing what they are told and nothing more. TQ considers people to be the company's true competitive advantage. Leadership provides people with opportunities for personal growth and development. People derive joy and pride from learning and achievement, and enhance the company's ability to succeed. People are active contributors, valued for their creativity and intelligence. Each person is a process manager, presiding over the transformation of inputs into outputs of greater value to the business and to the consumer. Definition of quality: In traditional management, quality is compliance with internal specifications and standards. The absence of defects therefore defines quality. Inspection of people's work by others is necessary to control defects. Innovation is not necessary. At TQ, quality is defined in a positive sense as products and services that go beyond current customer needs and expectations. Innovation is necessary. Goals and Objectives: In traditional management, functional provinces are in a zero-sum game in which there must be a loser for every winner. People only cooperate if it serves their own interests or those of their unit. Parochialism is a reality of business life. In TQ, self-interest and the common good are served simultaneously by serving its customers. Everyone wins or no one wins. Cooperation replaces competition.Knowledge: In traditional management, quality embodies knowledge applicable only to manufacturing and engineering. At TQ, quality embodies knowledge applicable to all disciplines of the company. All levels of management and staff must, as Deming often said, "learn the new philosophy ».