1. In this case we have an organization with 2 internal and apparently opposing cultures. When developing a comprehensive "strategy and policy" to garner stakeholder support for TQM and make the organization successful how does senior management go forward! 2. Clearly organization cultural acceptance is a critical component of a successful TQM strategy Why.... 3. Consider the issue of organizational culture and carefully outline how this company can introduce TOM. Organizational Culture and impact on TOM strategy - Donald a graduate of the University of Saskatchewan Business Administration program had worked summers fixing and upgrading railway tracks for a major Canadian railway. As he neared graduation he made application to this railway for a full time management position. He was successful and after graduation was relocated to Montreal, the railway's head office, in the marketing department. Donald enjoyed the work and the people. He quickly became a "go to guy" and could explain various railway operating requirements and procedures given his summer employment experience. He rubbed shoulders with senior management and worked on some interesting and high profile corporate projects. He was happy, made good friends and was well respected by both his boss and peers. After 2 years Donald was approached by a senior operations manager in Toronto and asked if he would consider a career path in operations management. The manager thought his education and background would make him unique in this important part of the railway. He went on to say he had been given permission to speak to Donald by his marketing department head. Donald was flattered and quickly agreed. A few days later he was told report to Northern Ontario Division Headquarters at North Bay in two weeks. Donald had never visited North Bay, Donald prepared to leave and decided it would be best to travel to North Bay on freight trains to better understand operations and prepare to assume his new duties. Before leaving he had studied and re-written the necessary rules of railway operations and procedures. He was nervous but looking forward to his new role. On the final leg of his journey he was in the lead locomotive of a heavy freight train approaching North Bay. The locomotive driver/engineer suggested he disembark at the division headquarters office next to the tracks near downtown It was a fow miles from the train yard where trains from all directions stopped to fuel, bere crewed and freight cars were added or removed according to final destination. Donald agreed The division Superintendent, Donald's new boss, Bob Patton, worked there. He had not yet met or spoke to Bob and looked forward to meeting him. After thanking the train crew Donald went out on the locomotive steps and prepared to get oft. The train slowed down and Donald got off without incident at the division offices, suitcase in hand. The division headquarters office was like many Donald had seen in Saskatchewan, an old 1. In this case we have an organization with 2 internal and apparently opposing cultures. When developing a comprehensive "strategy and policy" to garner stakeholder support for TQM and make the organization successful how does senior management go forward! 2. Clearly organization cultural acceptance is a critical component of a successful TQM strategy Why.... 3. Consider the issue of organizational culture and carefully outline how this company can introduce TOM. Organizational Culture and impact on TOM strategy - Donald a graduate of the University of Saskatchewan Business Administration program had worked summers fixing and upgrading railway tracks for a major Canadian railway. As he neared graduation he made application to this railway for a full time management position. He was successful and after graduation was relocated to Montreal, the railway's head office, in the marketing department. Donald enjoyed the work and the people. He quickly became a "go to guy" and could explain various railway operating requirements and procedures given his summer employment experience. He rubbed shoulders with senior management and worked on some interesting and high profile corporate projects. He was happy, made good friends and was well respected by both his boss and peers. After 2 years Donald was approached by a senior operations manager in Toronto and asked if he would consider a career path in operations management. The manager thought his education and background would make him unique in this important part of the railway. He went on to say he had been given permission to speak to Donald by his marketing department head. Donald was flattered and quickly agreed. A few days later he was told report to Northern Ontario Division Headquarters at North Bay in two weeks. Donald had never visited North Bay, Donald prepared to leave and decided it would be best to travel to North Bay on freight trains to better understand operations and prepare to assume his new duties. Before leaving he had studied and re-written the necessary rules of railway operations and procedures. He was nervous but looking forward to his new role. On the final leg of his journey he was in the lead locomotive of a heavy freight train approaching North Bay. The locomotive driver/engineer suggested he disembark at the division headquarters office next to the tracks near downtown It was a fow miles from the train yard where trains from all directions stopped to fuel, bere crewed and freight cars were added or removed according to final destination. Donald agreed The division Superintendent, Donald's new boss, Bob Patton, worked there. He had not yet met or spoke to Bob and looked forward to meeting him. After thanking the train crew Donald went out on the locomotive steps and prepared to get oft. The train slowed down and Donald got off without incident at the division offices, suitcase in hand. The division headquarters office was like many Donald had seen in Saskatchewan, an old