TOTAL QUALITY MANAGMENT

British Perspective on Management of Total Quality

British Perspective on Management of Total Quality

Abstract

The concept of management of total quality was developed over decades of research. The earlier theories were more related to human resource but later as the world become industrialized, the focus shifted to production and maintaining quality. Japan initiated a full fledge program to implement management of total quality in its organizations and the same was pursued in United States and elsewhere in the world. For initiatives like Total Quality Management it is imperative that the top management is committed in its implementation. All the human resource being hired and currently working in the company must be briefed upon the expectations of implementing and maintaining the quality standard of the company. Management of total quality cannot succeed on its own and need an integrated organizational structure committed towards T.Q.M. Management of human resource is the driving tool for T.Q.M as it is the policy maker and controller in organizations. The compensation packages, the policies, the commitment from management, the mission and vision all play a vital and central role in the effective implementation of the T.Q.M. Management of total quality (T.Q.M) have been extensively accepted as one of the foremost management science innovations in last ten years. Though, principal help in study of T.Q.M and process came from individuals in the management of operations area and also observed by number of scholars. We will be reviewing previous literature and studies conducted in this area. We will be looking into the implementation of T.Q.M and on the influencing role of management of human resource.

Introduction

Management of total quality (T.Q.M) have been extensively accepted as one of the foremost management science innovations in last ten years. Other issues which had been neglected are teamwork, team dynamics and compensation and payment systems. Business side issues which have not been given due attention are industrial & business relations and the propositions for diverse executive responsibilities (Fulmer et al. 2012). Debatably, this guided to an obsession with supposed “hard” production friendly features of T.Q.M in contrast to its “softer” Management of human resource or (H.R.M.) features.

T.Q.M was referred by Ishikawa (1985) by the phrase “thought revolution”. It has been portrayed by another scholar Oakland (1989) by saying “new way of managing” and has declared that after the revolution of industries and the information technology revolution of the past “we are now without suspicion in the middle of a quality revolution”. Nonetheless, while T.Q.M was debated by experts in the field and indeed consultants promoting the organizations they represented, we see rising proof of its increasing pressure not its efficiency (Maynard et al. 2012). A survey by Management Institute of Britain (BIM) examining the prospects of managers at middle level, discovered 60% of employers as well as managers said it has been implemented and is being followed. Nearly 50% of corporate participants and more than 1/3 of individual managers decided regarding the suggested methods and changes in managerial context, the major impact ...