Abstract
Purpose. This study explored the complex and complicated problem of how local governments can successfully implement innovative management theories into their organizational structure. The innovative theory examined was Total Quality Management and the specific purpose of this study was to evaluate and analyze the effectiveness of the implementation of TQM in two local municipalities in the Inland Empire of Southern California. Theoretical framework. For Total Quality Management to be successfully implemented in local government, it is necessary to take the current management structure and change it. This new organizational structure must be changed from one based on the Weberian/scientific management model to one founded on the organizational behavioral model using Douglas McGregor's Theory Y philosophy. To accomplish this, Innovative Change Theory was introduced as a prescriptive theoretical framework which is designed to improve the implementation process in a local government setting. Methodology. For this nonexperimental study, the researcher used a multiple case study method as the primary research instrument. Case studies are used to explain the causal links in real-life interventions that are too complex for the survey or experimental strategies, and the successful implementation of TQM in local government is a very complex task requiring major structural and philosophical changes in a highly political environment. Findings. This study found that the four research variables of routinization as defined by Robert Yin, McGregor's Theory Y philosophy, employee participation, and elimination of individual performance evaluations, did impact the successful implementation of TQM in local government in varying degrees. Conclusions and recommendations. This study concludes that changes in the implementation of TQM must be made at the local government level for it to be successful. Having TQM incorporated into the annual budget document as a routine line item would provide the necessary time and resources so that key personnel who are championing the cause can consistently perform the implementation. Furthermore, it is also necessary to begin changing management's organizational culture and philosophy from the traditional Theory X to a Theory Y orientation. To fully implement TQM in a local government setting will require additional research because of the complexity of the implementation process in a political environment. The possible use of consultants to accomplish this task would be an area of future research.