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Environmental & Organizational Turbulence
INTRODUCTION
Background
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While the function of organizational management may not be said to be in a state of crisis, the environment within which organizational management must be practiced in the early 1990s, along with the conditions extant within many organizations, may be fairly characterized as dynamic to the point of being turbulent (Bahls, 1992, pp. 16 20). This study examined the practice during conditions of environmental and organizational turbulence. Being required to manage an organization during a period of dynamic environmental and organizational activity is a difficult proposition at best. The task of the manager is made more difficult, however, when environmental and organizational turbulence are accompanied by the introduction of a spate of new approaches to the practice of management, almost all of which promise to be a panacea (Knotts, 1992, pp. 44 46). In such a situation, it is difficult for a manager to know what road should be taken. This study examined the practice of management under such conditions. The purpose of this study was to assess the adequacy of one of the most promoted contemporary approaches to management Total Quality Management (TQM) as an effective managerial concept for application during periods of environmental and organizational turbulence. This assessment was intended to provide organizational managers with an understanding of how TQM may be applied to assure
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er retention, and, in the 1990s, greater product quality is the best way to build consumer satisfaction levels. Improved quality costs money in the short run. In the long run, however, improving quality generates greater profitability. Poor quality means poor sales in the long run. Therefore, expenditures on quality control may not be looked at as some sort of add on cost. Rather, they must be considered as integral production costs whether the product being produced is a good or a service.
Return on investment has been found to be more a function of product quality than of price, regardless of the type of activity manufacturing, service, construction, and so forth (Miller and Camp, 1985, p. 88). Data pertaining to these relationships are presented in Table 1, which may be found on the following page. Quality control refers "to a system . . ., by which assurance is sought that the output produced conforms to specific parameters that define product or service quality" (Lester, Enrick, and Mottley, 1991, p. 1). An effective quality control program enhances the ability of an organization to both reduce costs and improve productivity. As a consequence, effective quality control has a positive impact on an organization
Category: Business - E
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Mile Island, Kimberly Rottman, Hammonds DeGeorge, Cleland Kocaoglu, Armstrong Symonds, Shewhart Deming, Industry Week, United States 58, Island March, Larson LaFasto, mile island, mile island nuclear, island nuclear, nuclear power, nuclear reactor, nuclear reactor accident, reactor accident, island nuclear power, nuclear power plant, power plant, island nuclear reactor, quality control, product quality, decision making process, construction costs,
 = 9886
 = 40 (250 words per page)
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