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Quality management is often seen as constantly evolving and learning by interaction with the surrounding world. Some organizations have shown outstanding results due to the implementation of quality systems; in contrast, some present quality compliances only on paper rather than through their products or services. Doubts are often raised on the extent to which quality management systems can bring about the desired organizational effectiveness. Studies have shown that organizational culture is essential in facilitating smooth quality implementation. In the absence of the right organizational culture, Quality Management Systems are not able to foster effectiveness in organizations. The study aims to understand if quality Management Systems can play a role in moderating the organizational culture such that it facilitates performance effectiveness. The First section of the chapter gives a description of organizational culture, classifications of types of cultures challenges to developing a healthy organizational culture, and issues faced in changing the prevailing culture in organizations. The second section talks about organizational effectiveness explaining its various models and factors affecting organizational effectiveness. The third section describes different theories of quality systems and presents various models and tools for quality implementation. Based on these, the next section explains the gap identified problem statement, inspiration, and significance of the study. Based on the gaps identified and the problem statement, the objectives, and scope of the study are defined. An overview of the chapter-wise arrangement of the thesis is given towards the end, followed by a concluding summary of the chapter.