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Interstate Fiscal Disparities in America
A Study of Trends and Causes
Introduction
This study examines how the shared cultural values of employees in a Polish firm influence management attempts to transform organizational practices in a newly privatized factory. By introducing a foreign management approach, Total Quality Management (TQM), the management of this factory presents a potential conflict of values between the employees and the management philosophy.
Methodology and Context
Tracing the historical and contemporary impact of traditional, political, and religious influences in Poland and utilizing ethnographic techniques of observation, interviews, and secondary source data, the author identifies four patterns of shared mindsets.
Shared Mindsets and Resistance
These mindsets—*insecurity and instability*, *distrust*, *reluctance to assume responsibility*, and *a struggle between individualism and collectivism*—generate resistance to the successful implementation of TQM in this factory.
Research Findings
Organizational studies research has identified cultural differences in values, but previous studies have not examined the congruence assessment that employees make when confronted with a management intervention, such as TQM. The author finds that an *incongruence* between societal values and the values employees perceive as embedded in the TQM approach produced outcomes that are not consistent with TQM objectives of empowerment, teamwork, visionary leadership, and continuous improvement of quality.
Impacts on Employees and Organizational Goals
Employees demonstrated a *reduced sense of empowerment*, *team goals* that are *counterproductive* to organizational goals, *autocratic leadership*, and an *increased focus*—but not sustainable effort—toward improving quality.
Conclusion
The book examines the reasons for these results through *detailed description* and *extensive quotations* from employees both inside the Polish firm and throughout Polish society.
