This paper is an attempt to express the relationships of total quality management styles portrayed in the working environment.
According to (Melnyk S. and Fredendall, L. 2004, p. 7), “TQM or total quality management as a culture defines the total commitment to quality and attitude expressed by everyone's involvement in the process of continuous improvement of products and services through the use of innovative scientific methods. That being said, Various styles of management can be employed “ dependent on the culture of the business, the nature of the task, the nature of the workforce, and the personality and skills of the leaders( 2008). The need for TQM plays a major role in the globalization process. Total quality management has a great deal of historic literature proving to be a valuable asset for many reasons.
Continuous improvement techniques provide a clear focus for globalization. Globalization exemplifies the motivating factors impacting the economy each day. Because of some of the areas globalization has impacted, patrons tend to seek quality global acquisitions alone with products and services whole- heartedly. Value implies a customer's evaluation alone with punctuality and quality expected of a product given a fair market price for a product or service.
Because there is an array of management approaches the styles that is best suitable for my organization are typically autocratic in nature (2008). Management in this organization tends to bear the authority of making most of the organizations final decisions. Senior management makes the final call and is designated as the “keeper of information”. Fortunately, most Mom and Pop establishments are carried out in this fashion. This process of objectives keeps personnel in line by setting high expectations for the employees. Since the communication assessments in this form tend to trickle downward, the pace for motivation can appear to be somewhat low by nature. The directive for this course of action is such that business flow remains constant and all decisions can be readily anticipated. Hence, leaving no room for creative intentions. High levels of competencies amongst subordinates are at an all time high. During this process, leadership is highly over-rated.
The consortium of management issues can be classified as either traditional or quality focused management styles in nature. Traditional styles are non conducive to quality. Displaying such attitudes requires implementing management and labor leading to breached relationships within time; trust can be restoredthereby producing a more efficient working environment empowering people to want to succeed (Burrill, C. Ledolter, and J.1999). Traditional management typically fosters attitudes to connect people by enabling positive parallels throughout the organization.
However, the University of Phoenix has adopted a paternalistic approach to management (2008). Most decisions made by the institution require some feedback from the students. Either through their many forums and surveys or through personal contact via email or telephone calls. Decisions are explained and student issues are quickly resolved in a business fashion. This process incorporates motivated, skilled and highly competent student relationships. In the event a student has not attended college for some time, they may appear to be totally dependent on leadership during the onset of their education. Therefore, when improper decisions are made, then students may want to speak directly with those leaders in charge. Some facilitator's requests are that students can “ask them anything”.
Rapid changes in management have occurred towards the future of quality. For example, quality and commitment to customer service goes hand in hand. One reason for these changes includes the growing concepts of competition. In which case, the people come first in most situations. Resulting from these antics are more and more adults are making school their first nature of business. The world today is rapidly moving toward a competitive and growing workforce. The more in tune to change we are the lower resistant rates will be.
Currently, several pioneers have blazed a trail concerning TQM. For instance, Kaizen believes that (1) An organization should provide a product or service suitable to satisfy the customer (2) To promote higher profits it would be feasible to meander towards lower cost and less defects and (3) More empowerment of employees to accomplish organizational goals should be displayed as a clear vision for the organization (p. 469).The idea of encouraging training leads to process improvements.
Philip Crosby made a point of defining the zero defects concept. In industries such as manufacturing quality improvement is of the essence. He stated that motivation is the leading factor for errors. Employees who are highly motivated will typically exemplify lower margins of errors (p. 494). Lack of knowledge and lack of attention were the main puns in Crosby's design model.
In short, TQM has engraved its mark on society. Everyone has his own definition of quality. The more successful organizations still recognize the need to achieving sound business success. The global market place maintains that in order to be successful quality is the underlying factor. TQM concludes that change in the organization procedures are improving on a daily basis. Total quality management includes changes in areas of values, belief systems and norms (Packard, 1995). As a result, management maintains the sensitivity to stakeholder's expectations while making plans to cut cost relative to need. Careful to incorporate various styles of management, future plans are constantly being changed to incorporated more of the total quality management styles in the agenda for the future. Therefore, incorporating change and a highly motivated workforce are the end results.
