ISO 9000实施对组织的影响【外文翻译】.doc

1、 外文翻译 原文 Impact of ISO 9000 implementation on the organization Material Source: Author: Avinash Kumar Srivastav Introduction Quality of products and services is essential for realising customer satisfaction. As a strategic management approach and an ongoing process, TQM employs statistical process

2、control and engages the whole organisation on continuous improvement of products and services. TQM implementation, however, is generally very difficult andtime-consuming(Quazi and Padibjo, 1997). Unlike TQM, International Quality System Standard: the ISO 9000 series, developed by International Organ

3、isation for Standardisation(ISO) is amenable for comparatively easier implementation, third-party verification and certification (Srivastav, 2007). ISO 9000 certification can only be obtained when systems, processes and procedures meeting the requirements of the standard are documented and put in pr

4、actice; and the practice outcomes are recorded and presented as evidence of implementation. The flip side of ISO 9000 ISO 9000 is not free from criticism and quality of products/services of ISO 9000 certified companies is not necessarily higher than that of non-certified companies (Stratton, 1994; S

5、immons and White, 1999; Rodriguez-Escobar et al., 2006). Results from ISO 9000 certification, however, depend on the intention behind implementing ISO 9000 (Han et al., 2007). When an organisation views ISO 9000 certification as an end in itself, it is vulnerable to revert to traditional practice an

6、d lose the benefits after ISO 9000 certification (Askey and Dale, 1994). Implementation of ISO 9000 in PSMI A large public sector manufacturing industry: PSMI (name disguised) having multiple production units in different parts of India was experiencing serious difficulties due to liberalisation of

7、Indian economy and the resulting globalisation of business. Since quality problems in PSMI were fast multiplying, the company decided to implement ISO 9000, preferring it to TQM (Srivastav, 2007). PSMI also exploited the opportunity to document the processes and procedures only after examining their

8、 adequacy and improving them wherever possible. Huarng et al. (1999) have also supported such an approach for deriving full benefits from ISO 9000 implementation. Impact of ISO 9000 ISO 9000 certification of the first unit in PSMI was indeed a major organisational change, unprecedented in the histor

9、y of the company having formidable resistance to change. Successful implementation of ISO 9000 resulted in image-building for PSMI. PSMI multiplied its success by obtaining ISO certification for all of its major production units, one after the other (Srivastav, 2007). Qualitative findings on the ben

10、efits from ISO 9000 implementation were reported by Srivastav (2009). Johansson et al. (1993) have reported that ISO 9000 certification leads to enhanced staff motivation and improved organisational efficiency. Van der Wiele and Brown (1997) confirmed that ISO 9000 certification yields improved mana

11、gement control and better product and service quality. Vloeberghs and Bellens (1996) reported that ISO 9000 certification leads to well-developed system of procedures, more trusting relationship with customers and well-defined responsibilities and obligations in the organisation.Tsiotras and Gotzama

12、ni (1996) confirmed that ISO 9000 certification yields better standardised procedures/products, clearer delineated responsibilities/duties among departments, systematization of personnel training, enhanced quality awareness, and reduced customer audits. According to Poksinska et al. (2002), ISO 9000

13、 certification leads to enhanced corporate image, improved internal procedures, higher employee morale, increased on-time delivery and greater customer satisfaction. Han et al. (2007) has proved through empirical research that ISO 9000 registration efforts enhance TQM practices and organisational co

14、mpetitiveness. According to Douglas et al. (2003), ISO 9000 certification leads to quality improvement. Contrary to positive findings on the impact of ISO 9000 certification documented above, Terziovski et al. (1997) have reported that ISO 9000 does not have a positive influence on organisational pe

15、rformance. Brown et al. (1998) found that ISO 9000 had resulted in mixed experiences for SMEs and some of them had found it to be a “necessary evil” forced upon them. Furthermore, Sun and Cheng (2002) have reported that ISO 9000 certification does not lead to improved business performance in case of

16、 large firms. Research on the impact of ISO 9000 was carried out in PSMI. Impact of ISO 9000 implementation was studied on organisational culture, organisational climate, role stress and coping strategy adopted for managing role stress; by measuring them on PSMI executives, before and after ISO 9000

17、 implementation in four different production units of PSMI. Pre-ISO 9000 measurement was taken before starting preparations for implementation. Post-ISO9000 measurement was taken six months after successful implementation marked by ISO 9000 certification. ISO 9000 and culture ISO 9000 promotes inter

18、-role and inter-department cooperation through identification of interdependencies involved. This explains strengthening of culture of collaboration following ISO 9000 implementation. It is in line with the qualitative findings on the impact of ISO 9000 reported by Srivastav (2009). Empirical resear

19、ch on the impact of ISO 9000 implementation on organisational culture has generally not been reported in published literature. Enhancement of “coordination among individuals and departments” as a result of ISO 9000 certification, however, has been reported by Acharya and Sanjit (2000). Strengthening

20、 of collaboration as a result of ISO 9000 implementation can be expected in organisations anywhere in the world, though the extent of strengthening may differ. ISO 9000 and climate ISO 9000 clarifies roles and responsibilities. It promotes continuous training of employees to maintain the required le

21、vel of competence for effective role performance. These motivate the employees to attain their goals with excellence, explaining strengthening of achievement climate following ISO 9000 implementation. Extension climate in the organisation gets a boost after ISO 9000 because ISO 9000 promotes interde

22、pendencies among roles, making people relate to others, enhancing team-working. Further, ISO 9000 promotes delegation of power, leading to empowerment, weakening the control climate in the organisation. Transformation of dominant organisational climate as a result of ISO 9000 implementation from dys

23、functional to functional has been demonstrated by this study. These findings are supported by the qualitative findings on the impact of ISO 9000 reported by Srivastav(2009). Kunnanatt (2007) has also conducted an empirical research on the impact of ISO 9000 in an electrical engineering company in Ke

24、rala, India, measuring MAO-C climate motives on 87 managers before and after ISO 9000 implementation. He reported that ISO 9000 had resulted in statistically significant strengthening of all the three functional climate motives (achievement, expert influence and extension); statistically significant

25、 weakening of the two dysfunctional climate motives: control and dependency; and statistically insignificant change in the affiliation climate. His study also illustrated transformation of dominant organisational climate as a result of ISO 9000 implementation from control (dysfunctional climate) to

26、achievement (functional climate). Strengthening of achievement and extension motives and weakening of control motive of organisational climate as a result of ISO 9000 implementation can also be expected in organisations anywhere in the world, though the extent of strengthening/weakening may differ.

27、In the international context, we can expect that dysfunctional dominant climate would transform as functional or become less dysfunctional after ISO 9000 implementation. When the dominant climate is already functional, we may expect it to become more functional after ISO 9000 implementation. ISO 900

28、0 and role stress The organisation under study is a public sector industry in which work is not evenly distributed. Those interested in accepting challenging work, keep on getting more and more work, and experience high role stress. Those not interested, keep on avoiding work, and experience low rol

29、e stress. ISO 9000 results in streamlining of systems, processes and procedure in the organisation. This promotes equitable work distribution, resulting in increasing the role stress when it is low and reducing it when it is high. ISO 9000 therefore emerges as a stress leveller and promotes human we

30、ll-being in the organisation. This finding is also in line with the qualitative findings reported by Srivastav (2009). Empirical research on the impact of ISO 9000 on role stress has generally not been reported in published literature. Enhancement of “understanding about individual responsibilities”

31、 and “communication and coordination among individuals and departments” as a result of ISO 9000 certification, however, have been reported by Acharya and Sanjit (2000). These should in turn result in reduction of role ambiguity and role isolation, respectively.Lowering of role stress as a result of

32、ISO 9000, however, will not manifest unless the organisation has inequitable distribution of work before ISO 9000. Lowering of role stress as a result of ISO 9000 implementation, on the other hand, can be expected in organisations anywhere in the world, though the extent of lowering may differ. ISO

33、9000 and coping strategy Strengthening of MTE (Interpersistive) coping is explainable, because ISO 9000 promotes inter-role and inter-department cooperation, which reinforces team-working. Though only marginally supported, strengthening of total approach and weakening of total avoidance following IS

34、O 9000 implementation is logical, as ISO 9000 focuses the organisation on identification of non-conformities and taking action to resolve them.This finding is in line with the qualitative findings on the impact of ISO 9000 reported by Srivastav (2009). Empirical research on the impact of ISO 9000 on

35、 coping strategy has generally not been reported in published literature. Improvement of team-spirit as a result of ISO 9000 certification, however, has been reported by Leung et al. (1999). Strengthening of MTE (Interpersistive) coping and total approach and weakening of total avoidance as a result

36、 of ISO 9000 implementation can also be expected in organisations anywhere in the world, though the extent of strengthening/weakening may differ. Conclusions The study points out that ISO 9000, if implemented the right way, would result in enhanced human well-being and increased functionality of org

37、anisational culture, organisational climate and coping strategy. ISO 9000 implementation therefore facilitates organisational development (Beckhard, 1969). 译文 ISO 9000 实施对组织的影响 资料来源 : 作者： Avinash Kumar Srivastav 介绍 优质的产品和服务是实现客户满意度的必要条件。 作为一个 战略管理方法和一个持续的过程，全面质量管理采用统计过程控制和从事不断改进整体的服务和质量。但是，全面质量管理的实施

38、通常是非常困难的（ Quazi 和 Padibjo，1997 年）。不同与全面质量管理，国际质量体系标准： ISO 9000 系列，由第三方核查和认证国际组 织制度的标准化（ ISO）是比较容易实施的（ Srivastav，2007）。只有当系统，流程和程序符合标准的要求，并记录，在实践中提出，实施陈果作为实施记录和证据时， ISO 9000 的认证才能被获得。 ISO 9000 的反面 ISO 9000 并没有自由的由外界评论，注册 ISO 9000 企业的产品的服务和质量并不一定比没有注册的企业来的高 (Stratton, 1994; Simmons and White, 1999; Ro

39、driguez-Escobar 等 ,2006)。从 ISO 9000 实施的结果来看， ISO 9000 的实施主要依靠它背后的意图 (Han 等 , 2007)。当一个企业把认证 ISO 9000 作为它的最终目的，那它 很容易恢复到传统的做法，并且失去在 ISO 9000 认证后的好处 (Askey 和 Dale, 1994)。 ISO 9000 在 PSMI 的实施 大量的公共部门制造业：由于印度经济自由化和全球商业化的结果，在印度不同地区的许多生产单位的 PSMI（名称掩盖） 正经历严重的困难。因为 PSMI在 质量问题上快速发展，相比全面质量管理，公司决定实施 ISO 9000(S

40、rivastav, 2007). PSMI 也利用 这个机会只在审查他们的充分性后去记录过程和程序并且尽可能帮助他们提高。 Huarng 等 (1999)也非常支持这样的方法去推广 ISO 9000实施的好处。 ISO 9000 的影响 在 PSMI 中， ISO 9000 认证的第一个单位确实有一个主要的组织改变，公司会面临一个史无前例的阻力的改变。成功的实施 ISO 9000 会为 PSMI 塑造形象。主要的生产单位一个接一个的获得 ISO 的认证会使 PSMI 实施成功加倍(Srivastav, 2007)。 Srivastav(2009)报告了 ISO 9000 实施效益定性研究的结果

41、。Johansson 等（ 1993）认为 ISO 9000 的实施加强了人员动机，改进了组织效率。Van der Wiele 和 Brown (1997)确认 ISO 9000 的认证使管理控制产量提高，并且能获得更好的产品服务和质量。 Vloeberghs 和 Bellens (1996)认为 ISO 9000 的认证会形成成熟的程序系统，和顾客更对的信任关系，更加明确的责任和组织的义务。 Tsiotras and Gotzamani (1996)认为 ISO 9000 的认证会使程序和产品更符合标准化，清晰地划定各部门的责任和职责，使人 员培训系统化，加强了质量意识，降低了客户的审计。更

42、具 Poksinska 等 (2002)的研究 ,ISO 9000 认证会加强企业的形象，改进内部的程序，提高员工的士气，增强了准时交货，带来了更高的客户满意度。 Han 等（ 2007）通过实证研究证实 ISO 9000 的认证提高了全面质量管理的实践和组织的竞争力。根据 Douglas 等（ 2003）的研究， ISO 9000的认证会使质量的到改进。 与以上发现 ISO 9000 认证有积极作用相反的是 Terziovski 等 (1997)报道说ISO 9000 在组织的绩效上并没有正面的 影响。 Brown 等（ 1998）发现 ISO 9000已经导致一些中小企业产生混合经验，并且

43、其中的一些企业发现有一些 “无可避免的灾祸 ”强加给了他们。此外， Sun 和 Cheng(2002)认为 ISO 9000 认证并不能提高大型企业的经营绩效。 PSMI 进行了研究影响 ISO 9000 的因素。研究企业文化，组织风气，角色压力，和管理角色压力的应对策略对 ISO 9000 实施的影响，通过检测 ISO 9000 实施前后 4 种不同的 PSMI 生产单位和 PSMI 的行政人员。在开始准备实施前采用 Pre-ISO 9000 测量。 Post-ISO9000 测量会需要 6 个月时间在 ISO 9000 认证实施标志成功获得后。 ISO 9000 和文化 通过相关关系的认证

44、 ,ISO 9000 促进了跨角色和跨部门的合作。这就说明了文化合作的增强跟随了 ISO 9000 的实施。 Srivastav (2009)认为 这符合 ISO 9000实施定性研究的结果。实际上 ISO 9000 实施对企业文化影响的研究通常并不在出版的文献中报道。 Acharya 和 Sanjit (2000)曾建议把 “勾人和部门之间的协调 ”的提高作为 ISO 9000 认证的一个结果。把加强合作作为 ISO 9000 实施的一个结果能被世界是哪个所有组织所认同，即使加强的强度会有所不同。 ISO 9000 和风气 ISO 9000 阐明了角色和关系。它持续促进了员工为了有效的角色表

45、现能力去训练来保持公司要求的能力水平。这激发了员工去实现他们的卓越目标，因为 ISO 9000 实施带来了强烈的成就风气。 ISO 9000 实施后组织风气得到了扩展，因为 ISO 9000 促进了员工之间的相互依赖性，是人和别人友好的相处，增强了团队的合作。不久后， ISO 9000 会促进分权，是权力合理分配，减少了组织中的控制风气。组织风气优势转换作为 ISO 9000 实施的一个结果已被现在的研究从组织到功能都被证实。这些发现已经被 Srivastav（ 2009） 通过 ISO 9000 影响定性的研究结果证实。 Kunnanatt (2007)在一个印度喀拉拉邦电力工程公司对 IS

46、O 9000 的作用进行了一次实证研究，测量了在 ISO 9000 实施前后， 87 位部门经理在 MAO-C 风气 不同的动机。他报告说 ISO 9000 在统计上显著影响了所有的三项功能风气动机（成就、专家的影响及其延伸）；减弱了两个不正常的风气动机；减少了控制和依赖；明显改变了从属关系。他的研究也说明 了主导组织风气的改变时 ISO 9000 实施从控制（正常风气）到实现（功能风气）的一个结果。 ISO 9000 的实施能加强成就和扩展的动机，减少组织风气控制动机这样一个作用能被世界任何地方的组织所认同，尽管加强 /减弱的程度有所不同。在国际方面，我们可以预见， ISO 9000 实施后

47、不正常的主导风气将会发生功能性的改变或者变得正常。当主导的风气控制了功能，我们可以预期在 ISO 9000实施后它将变的更加有功能性。 ISO 9000 和员工压力 组织所研究的是一个工作不均衡分布公共部门工业。那些有兴趣接受有挑战性工作的员工，不断地接受更多的工作和经验，并承受更高的压力。那些对工作不感兴趣，继续回避工作和经验，那么压力就会低。 ISO 9000 会使组织的系统，过程和程序精简。这促进了公平的工作分配，使员工压力低时升高，反之则降低。 因此， ISO 9000 的出现作为一种应激匀染剂并促进人们在组织中更健康。这个调查结果也与 Srivastav (2009)的定性研究结果一

48、致。 ISO 9000 对员工压力的影响的实证研究一般并不在公开发布的文献中报道。但是 Acharya 和Sanjit (2000)已经报告了 ISO 9000 认证实施能 增强 “个人职责的理解 ”和 “个人各部门之间的协调和沟通 ”这样一个效果。这些反过来分别会导致角色模糊和角色分离的降低。但是员工压力的降低作为 ISO 9000 实施的一个结果不会很明显，除非组织在 ISO 9000 的工作分配上有所不公。在另一方面可以预计，世界上任何地方的组织在 ISO 9000 实施后员工压力都会有所降低，虽然降低的程度可能不同。 ISO 9000 和应对策略 加强 MTE（联合型）的应对时可以解释

49、的，因为 ISO 9000 强化了团队作用 ，促进了跨部门和跨员工之间的合作。虽然仅仅是部分的支持，在 ISO 9000实行后，总方针的加强和所有职位的减弱是合理的，因为 ISO 9000 的重点是在识别不符合条件的组织，并采取措施解决它们。这一发现与 Srivastav (2009)所报道的关于 ISO 9000 影响的定性研究结果相一致。一般在发表的文献中并没有报道 ISO 9000 对应对策略影响的实证研究。但是 Leung 等 (1999)已经报告了ISO 9000 对于提高团队合作精神的作用。 世界上任何地方组织都能预计在 ISO 9000 实施后有加强 MTE（联合 型）和总方针，消弱职位空缺的作用，虽然加强 /减弱程度可能有所不同。 总结 这项研究指出， ISO 9000 如果能以正确的方式实施，将会增进人们的生活水平和增强组织文化，组织风气和应对策略的功能。因此， ISO 9000 的实施有利于组织的发展 (Beckhard, 1969)。