Achieving completeness through TQ principles and organizational learning

Presents some findings from a study of organizational behaviour and change conducted in the Leicester District Land Registry (LDLR) Office with the objective of finding out the impact of the implementation of a quality initiative on the culture of a government agency. The study employed a framework developed for the analysis of organizational improvement through total quality principles, taking into account the correlation between the external environment and various aspects of organizational behaviour, and establishing causalities between the implementation of quality initiatives and organizational learning. The findings show that the initial stage of the quality initiative implementation in the traditional, highly hierarchical and bureaucratic organizational setting of the central government services resulted in the process of organization‐wide learning and self‐examination among the management and staff in various areas of this office’s operations.