onsibility in its SQI area for assuring the involvement of front-line employees, support personnel, and other managers. Senior managers decide how TQM is implemented within their own divisions. In this way, Federal Express seeks to cause employees to feel as if they are owners and treat quality as a part of their daily activities.
Most organizational structures are product/process or
functional-based (Gortner, Mahler, and Nicholson, 1989, p. 110). Mixed organizational structures, however, have long been common (Robey, 1991, pp. 199-206). The hybrid organizational structure attempts to combine the advantages of both product/process-based and functional-based structures "while avoiding the weaknesses of each" (Gortner, Mahler, and Nicholson, 1989, p. 110). The matrix
organizational structure groups staff into functional areas, with temporary assignments to special project groups, or teams (Gortner, Mahler, and Nicholson, 1989, p. 110). Such special pro-ject teams are multi functional in character (Gor
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