The Use of Total Quality Management
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Given the indicated concerns of both public and private organ izations over such integral issues as the need to increase produc tivity, employee morale, and employee feelings of belongingness, while concurrently enhancing organizational efficiency and effec tiveness, the use of Total Quality Management (TQM) proves highly relevant. Despite the fact that TQM is quite a popular concept among both private industry and governmental organizations, and that it has been written about by a number of workers, there is lacking a definitive definition of this construct. In support of this lack, Neave (1990) reports that TQM is a derivative of Contin ual Quality Improvement (CQI). This author notes that there are 14 points that comprise the CQI theory of management, which are de rived from the work of W. Edward Deming, the renown organizational developmentalist and Father of the Third Wave of the Industrial Revolution. These points, all of which are designed to facilitate the management of quality, are: instituting a constancy of purpose; developing and instituting the new philosophy; ceasing dependence on mass inspection; ending lowest-tender contracts; instituting training on the job; instituting leadership that is facilitative of TQM; driving out fear; breaking down barriers; eliminating exhortations; permitting pride of workmanship; encouraging education; and, the demonstration of top management commitment and action (39-48). In contrast, Barrier (1992) defines TQ
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e and pro vide quality improvement training, and develop a quality management system which institutionalizes continuous quality improvement. Banks and Wheelwright (1979) Drucker (1982) and Peters (1992) re port that such implementation can only be achieved by means of man agement's engaging in sound and well-conceived strategic planning.
Although Deming (Neave, 1990) is credited with being the Father of TQM, there was also research conducted on this construct by such workers as Juran, Crosby, and Feigenbaum (Federal Quality In stitute, 1992a; 1992b). Deming (Neave, 1990), however, wrote a book on this construct and, therefore, will be referenced for the role of management. He reports that the role of management in CQI/TQM is such that practicality be at the fore. With this, the pre scriptions via the 14 points are to be applied as indicated, but within the constraints of the present circumstances of the organi zation. Further, all 14 points are to be applied; that is, there is no CQI/TQM if upper-echelon management fails to institute all of the prescribed management methods.
Deming (Neave, 1990) notes that, with regard to constancy of purpose, management must allocate resources to facilitate long range needs, as opposed to
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Approximate Word count = 5281
Approximate Pages = 21 (250 words per page)
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