Organizational Behavior Case Study

* Total quality management (TQM): This model is concerned with the performance of all processes in an organisation, and the products and services that are the outcomes of those processes. It seeks continuous improvement and will involve everyone in the quest for quality.

The history of quality management can be traced back to the Japanese during the economy-rebuilding period of the 1950’s. They emphasized on prevention rather than inspection, customer satisfaction, continuous improvement and leadership training. These principles formed the Total Quality Management (TQM) system. Concisely TQM emphasized on “Quality of Management” rather than “Management of Quality” The EFQM model was an improvement

3. The implementation of the TQM program is not being properly clarified for the other groups of management. The managers haven’t had proper training or guidance of what the expectations of the team to attain the desired results to improve the quality throughout the company.

Implementation of TQM is not an easy task as it requires a total change in organizational culture, shifting of responsibility to management, and continuous participation of all in the quality improvement process (Lakhe & Mohanty, 1993: p.19).

Within the past two decades, total quality management represents one of the most profound changes in the way companies are now being managed. According to Biech (1994), "Quality improvement (TQM) is a customer-focused, quality-centered, fact-based, team driven, senior management-led process to achieve an organizations strategic imperative through continuous process improvement" (pp. 1-2). The benefits associated with TQM includes higher quality, lower cost

TQM is a way of life for a company. It has to be introduced and led by top management. This is a key point. Attempts to implement TQM often fail because top management doesn't lead and get committed - instead it delegates and pays lip service. Commitment and personal involvement is required from top management in creating and deploying clear quality values and goals consistent with the objectives of the company, and in creating and deploying well defined systems, methods and performance measures for achieving those goals. These systems and methods guide all quality activities and encourage participation by all employees. The development and use of performance indicators is linked, directly or indirectly, to customer requirements and satisfaction,

It is unpromising to comprehend the total quality management phenomenon, emerging in the twentieth century, and to acknowledge its competitive advantages and obstacles, unless the underlying philosophy of quality is examined.

TQM encourages a strategic approach to management at the operational level through involving multiple departments in systematic innovation and cross-functional improvements. It allows companies enable managing operations as cross-functional process which gives an advantage to develop and fit an orientation toward inter-company collaboration and strategic alliances through establishment of culture collaboration among different departments. It also helps a company able to work well for services and manufacturing sectors then provides a high profits through improving efficiency (Yoshiki Kurata,

Total Quality Management (TQM) is an improvement tool that is widely used in many companies. It consists of many aspects including Managing people as well as business processes in order to maintain customer satisfaction. With TQM, Businesses starts to do the right thing from the start and to ensure zero error. Therefore, it is important to learn the principle of TQM and how it acts in organizations with its advantages and disadvantages.

Introduction - Total quality management (TQM) has been defined as ‘continuous improvement of every production output whether it be a product or a service, by removing inefficient variations and by improving the backbone of the work process’. International managers like their domestic counterparts have found that incorporating the notion of total quality management into their management process and style can give the competitive advantage.

As companies continue to move forward, they will gain and understanding of the importance of quality management and its relation to profits, production, and customer satisfaction. Throughout chapter two of Managing for Quality and Performance Excellence, multiple philosophies on how to incorporate quality into a company are described in detail. These examples include the philosophies of great minds such as Deming, Juran, and Crosby, as well as several other accomplished quality professionals. While each of their approaches are different, they are all trying to accomplish the same goal of increasing quality. It is important to understand what makes up these different philosophies before you can choose one for your own company.

Total Quality Management (TQM), is a philosophy that focuses on quality and customer satisfaction. Being an expert in TQM gives numerous opportunities for me to show organizations how to effectively use TQM models. In my present job, I will determine and select a Total Quality method to present to an organization for the incorporation into the strategic planning process. The model will need to be compatible with current organizational strategic plans and increase internal and external customer quality. The chosen method will also benefit the organization financially, effectively, and efficiently while still serving the need of TQM.

Consider the case: “Job satisfaction at Omega Technical Services Ltd” by D. Adam-Smith and L. Littlewood. In Adam-Smith, D. and Peacock, A. (Eds), Cases in organisational behaviour (pp. 151-162). London: Pitman and Prepare a report that addresses (i.e., explains) the situation in the case (i.e., high job turnover among professional staff) taking the perspective of work motivation and employee attitudes.

Quality management is seen as the most essential part when it comes to the organisation of a business and possible the most important and complex component of business strategy (Golder et al. 2012: 1). It can be argued that the success of a business is down to the management of quality. This means managers must deal with meeting both internal and external expectations set in order to excel. Quality is a concept that has to be applied throughout the business and must involve everyone within the organisation and it is through this we see the implementation of total quality management (TQM), defined by Dale (2003) as ‘an ever evolving practice…which meet and hopefully exceed the needs and expectations of customers’ (Dale, 2003: 4). The

Total quality management is something that was introduced to us around the 1950s. By the 1980s this was something that had been implemented more into many different businesses and the movement began. A total quality management team is defined as the techniques an association uses to recover not only the quality of its company and services but also its production level. This technique involves a lot of joint effort and is used through-out an organization. Everyone is included in this management from the employees to the inside staff a company employs. Externally TQM is also used with people such as the clients that the company associates their business with and the customers that use their services or products. Most importantly, TQM’s main objective is to implement efficient production and quality that will in return increase a companies revenue and also give the company a boost against its competition ( “Intro and Impl.” Para 2. 2010)