3. Structure
The success of any organization rests heavily on the compatibility between
its strategy and its structure [6]. In the following, we will propose the
main tenets of QA structure.
The purpose of QA is conformance to given requirements and standards.
It is therefore internally focused and concerned primarily with reduction of
variations through developing quality systems in addition to supervision, inspection,
and control [58]. This means that QA requires a significant level of
centralization and formalization. Centralization is pertinent to supervision
and control while formalization requirement is clearly manifested in the
whole concept of ISO 9000. A study conducted by Mallak et. al. [38] revealed
that formalization is strongly supportive of ISO certification. Moreno
-Lonzo and Peris [42] developed a model for strategic management, organizational
design and quality management. This model placed the QA organization
on the high formalization and high centralization quadrant.
QA also requires a process-based organization. A QA organization is
conceived as a flow of interdependent processes [36]. The fact the QA organization
is process based necessitates the formation of cross-functional teams
that will insure that the process is in control. These teams are measures of
control rather than empowerment [58, 5]. These teams are run by rules and
regulations. Furthermore, because a QA organization is centralized, any needed
decision pertaining to the process is taken at management higher levels.