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Total Quality Management
Total Quality Management A major element in world market competition is quality. During the 1970’s and 1980’s, the Japanese and their U.S. companies demonstrated that high quality is achievable at lower costs and greater customer satisfaction. It was the result of using the management principles of total quality management (TQM). U.S. companies have demonstrated that such achievements are possible using TQM as a way to manage. Such companies also found that they were recognized with everyone pulling in the same direction. Improvement had become a way of life. Before the 1980’s, U.S. management was broadly successful. Prior to that, the dominant management model was that of the autocrat. Management, primarily senior management, decided how the business was to operate, including what the policies and objectives were; how it was organized; what jobs were established; and how they should be done. It was an unquestioned axiom that if everyone did what the upper management required, the business would be successful. Organizations are composed of managers and the people who follow them. People respond strongly to leadership expectations and rewards. If they are given little power in their jobs, they will little interest in improving themselves. If leaders exhort the members for better output but reward (promotions, bonuses, recognition) for mostly highly output, they get the behavior they desired. Quantity over quality has been a common management philosophy in the United States. The first step in implementing total quality management requires an upper-management change in both philosophy and behavior. Managers must adopt the objectives of customer satisfaction and continuous improvement. They must implement the change to achieve these objectives through their personal and continuous involvement and in the reeducation of everyone in the organization in TQM principles and practices. The past philosophy of management can work reasonably w... Please login to view comments from other users.
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