tions, and changes in the law. She also finds that the success of TQM in this case may have been linked to success in other organizational components. Mani states that the upward trend for productivity did not begin with TQM but that TQM helps hold those gains. Mani relates these issues to public organizations in general, noting that the traditional goals for public sector agencies are efficiency and effectiveness. For the IRS, the implementation of TQM included improved product satisfaction and reduced product dissatisfaction, both measures of effectiveness. Benefits apparently were achieved without significant increases in inputs or decreases in outputs, which are measures of efficiency. Public administrators want programs that can be applied successfully in any setting.
Mani concludes that there is a relationship between TQM and the historical definition of public administration. Some components of TQM resemble theories of administration, but there are still advantages to the new approach as TQM reshapes various theories into one philosophy and as the entire organization commits to that philosophy.
Niven (1993) considers what happens with dedication to TQM when times get tough. In the 1980s, such programs were seen as quality efforts, while in the 1990s downsizing has challenged the dedication of companies to this sort of quality. Niven notes a number of companies that have instituted TQM programs and that are now faced with a changed business environment so that they
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