How Communication and Control Processes Improve Quality

In order to achieve excellence, an organization should use two key instruments—quality and an effi cient and effective communication process amongst all employees—so it can attain quality management. This chapter aims to examine whether organizational communication and quality are interrelated, in order to answer the following question: Is it necessary to improve communication within an organization so that quality management can be effi ciently and effectively pursued? For this purpose, data were collected through the administration of a questionnaire to the staff of a Portuguese public organization. The fi ndings showed that, in this organization, communication among employees of various sectors is satisfactory and that there is mutual help between them in order to improve the organizational performance

[[alternative]]以符號與意義的觀點來看美國、日本與台灣的銀行組織文化

[[abstract]]Under the assumption that organizational culture is highly associated with national culture, this study examines the cultures of an American, a Japanese, and a Taiwanese bank, as well as an American bank operating in Taiwan. Adopting the symbols-and-meaning perspective, this study analyzes their organizational cultures by examining the relationships among representative symbols that constitute the culture of the organizations. Galileo theory is used to display and assess the organizational cultures. The results of the four samples confirm that the banks have different cultures due to the impact of their national cultures. Although the Taiwanese and the American bank operating in Taiwan do not differ significantly in their cultures, they have distinct perceptions of the concept of the United States.[[notice]]補正完