Essays on Total Quality Management: An Evaluation of GlaxoSmithKlines Strategies Case Study

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The paper "Total Quality Management: An Evaluation of GlaxoSmithKline’ s Strategies" is a great example of a case study on management  The twenty-first century is characterized by an intense global competition where the playing field and the rules of the game have changed. In the purview of this, there is a need for businesses to change the way they operate. One of the means by which firms have achieved this is total quality management (TQM). TQM is a philosophy of management that strives to make the best use of all available resources and opportunities by steady improvement (Hakes, 1991; Gatchalian, 1997).

It is inarguable that there is no single path to achieving total quality within an organization. Equally, there are no inflexible rules for a company to follow to become world-class. The only things that are constant are basic guidelines, which when followed lead to success. This is because all firms have their own people, cultures, and technologies. A point worthy of mention is that what may work for one organization will not necessarily work for another. The path to total quality is long, and organizations must adhere to a number of guidelines.

These are highlighted by Pekar (1995) as leadership commitment, customer focus, measurement, empowerment and involvement, communication, and recognition and awards. This paper seeks to discuss these concepts with a particular focus on GlaxoSmithKline, one of the leading UK organizations, with a presence all over the globe. It will analyze how in the diagnostic stage of TQM the consideration and assessment of costs of quality (quality costing and benchmarking) can help to set up a plan for implementing TQM by highlighting the critical path taken by GlaxoSmithKline. The first step to achieve quality is for the management to examine how they manage.

The style of leadership must be tailored to encourage input from managers and departments. A poorly structured organization is one whose leadership style does not allow other departments or disciplines to influence the decisions of management. These two points can be referred to as the management depicting team management or acting as silos.

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