Problems in Total Quality within the Workplace Problems in Total Quality within the Workplace Total quality management in the workplace refers to the various ways that an organization might decide to implement efficiency, suitability and effectiveness of the business activity. Improving the performance of the organization is exceedingly beneficial to both the organization and employees. A management team that is attentive to improve the total quality management of the organization increases the profitability returns of the firm. This implies that the organization will produce mor commodities thus, increasing the sales.
In return, the company will make more gains hence becoming more competitive in the marketplaces (Supawita & Phapruke, 2011). The employees will also become beneficiaries in the sense that their payment will be increased. This paper will discuss predicaments connected to the total quality management within the manufacturing industry. One of the key problems affecting total quality management in various organizations is the way in which problems are solved especially in the manufacturing industry. Various manufacturing industries apply the dominator model to solve the organizational conflicts that might arise between the employees.
Almost every organization encounters problems that affect the manner in which the firm operates. However, the most important of all is how the conflicts and problems in the organization will be solved. In most manufacturing companies, the management is usually the overall decision makers (Moacir & Reha, 2011). This affects the manner in which conflict in the firm is solved. Since the employees and the other members of the firm are not listened to, dictatorship might arise in the process. A manufacturing industry that is dominated by dictatorship cannot be successful in achieving its goals.
Dictatorships among the management will certainly affect the long run productivity of the firm since most employees will try to escape from the harsh environment. In an organization that is dominated by dictatorship, an enemy stance will be created between the employees and the employer. The employers in most cases will argue without listening hence causing resistance from the workers (Markos, 2011). The win-lose environment will be created in such an organization leading to unproductive competition among the leaders and followers. The solution to the dominator model that is common in most manufacturing organization is the partnership models that are currently used by the total quality leaders.
Most of the current manufacturing companies implement the partnership model to be capable of increasing the productivity of the firm yields. The partnership model is vital in the sense that it reduces resistance between the employees and the management (Moacir & Reha, 2011). According the partnership model, the management should listen without harshness or showing vigorous argument to the employers. This is extremely vital since the employer will be in a position of receiving relevant feedback from the other members of the organization. In an organization that there is unity among the members of the organization, collaboration always dominates hence the tasks are accomplished on time.
The win-win attitude is obtained from the mentality that all the members work together as a team to ensure that the firm succeeds. Each members of the organization is respected and is accountable for the success of the firm. Assistance is offered to any member of the team groups involved in the firm. Other external help and support is offered to all the members of the company to ensure that all the departments in the manufacturing industry are managed appropriately (Supawita & Phapruke, 2011).
All the members of the organization are listened to without despise of rank or position in the firm. This allows for innovative ideas that might be productive in the firm hence contributing to the progress of the manufacturing firm. Another problem affecting the total quality management in the manufacturing industry is the manner in which setting direction in the organization is implemented.
In the traditional manufacturing firms, the organizations lacked visions that are vital in stipulating the key aspect to be achieved by the firm. Various manufacturing firms lack the missions and directions in which all the activities in the firm should be leading to achievement. The main mode of managing the employees in such a firm is the use of commands to control the employee (Markos, 2011). The command approach is brutal and does not favor the organization in any way. The management team is responsible of giving out orders to the employees. On the other hand, the employees are only expected to adhere to the commands that are given to the latter.
No complains should be received or alternative solutions should be received from the employees. The employees are only expected to listen and to act, as the management expects nothing but perfect duties. The employer expects the other members of the firm to strictly follow the stipulated orders and commands that are distributed. In most cases, the rules governing the management and operation of the firm do not alter but are repetitive in various generations.
The management teams usually ignore the mistakes that the employers might commit but focus on the mistakes that the other employees commit. The weakness of the employees is observed to be a lack of appropriate skills hence might lead to the loss of employment (Supawita & Phapruke, 2011). However, this can be solved with the current management strategies that ensure that the organization has set agreement and goals that are current and appropriate to all employees. The management is concerned with the way the other members of the organization perform the assigned duties and roles.
Realistic goals and achievement are set to ensure that each member of the organization is comfortable with the policies enacted. The mission statement and the vision of the firm are well demonstrated to lead both the management and employees. The feedbacks received from the members of the organization are attended to without disguise. There are always frequent seminars in which employees are assisted in every way to ensure that they are up to date. The motivations are also offered to the most hardworking employee to ensure that the firm maintains a stiff competition among the workmates (Moacir & Reha, 2011). An extra problem that might affect the total quality management within the workplace is the way the decision-making polices and authority is enacted.
In most manufacturing firms, the decision making body is usually the management that does not allow for ideas from other employees or subordinate members. The central control decision-making structure is employed to ensure that all the roles and duties in the organization are assigned. The power is usually deployed to the other members of the manufacturing firm from the highest management position (Markos, 2011). In such industries, there is no power sharing and no other members of the organization can implement rules and regulations apart from the manager.
There are minimal inclusions and the voice of the subordinate members and the management ignores the other employees. To be able to solve the problem, the power in managing the operations should be shared between the management and the other employees. The management should trust the employees with some power that will allow in conducting out the operations.
This is vital since the management is not involved in performance of the duties. Moreover, sharing the power will motivate employees who will be forced to perform better in their respective duties (Moacir & Reha, 2011). References Supawita, I. & Phapruke, U. (2011). Dynamic technology capability, firm competitiveness enhancement, and organizational stability: evidence from it businesses in Thailand. Journal of International Business & Economics, 2011, Vol. 11 Issue 4, p93-120, 28p, 1 Diagram, 5 Charts. Moacir, F. G. & Reha, U. (2011).
The effect of shop floor continuous improvement programs on the lot size-cycle time relationship in a multi-product single-machine environment. International Journal of Advanced Manufacturing Technology, Feb2011, Vol. 52 Issue 5-8, p669-681. Markos, M. G. (2011). Effort based performance measurement in business process management. Journal of Knowledge & Process Management, Feb2011, Vol. 18 Issue 1, p10-33, 24p