The paper "Total Quality Management and Organization Behavior " is a good example of business coursework. We are conscious of the fact that no one process in the implementation process of a TQM can be said to be universal or even be considered a one-fits-all (Salaheldin, 2008, p. 220). This is because an effective TQM approach ought to be designed in a way that not only meets each and every organization’ s specific needs but also builds on its strengths and accomplishments (Salaheldin, 2008, p. 224). In our effort towards devising the right approach, we require an implementation framework that is four-phased.
These four phases that are involved include; assessment, today’ s opportunities, visioning and planning, and implementation (Faisal Talib, 2010, p. 62). Below is a brief discussion of each one of them; First phase: Assessment It is held that an effective TQM process ought to build on the past activities of the organization in order to continue the work that has already been commenced, rather than starting from scratch. In order to build on the organization’ s accomplishments there is need for the organization to conduct an assessment of the organization operations early enough in this process (TQM) (Faisal Talib, 2010, p.
66). This will provide an independent view of the organization’ s quality activities while providing it with the required understanding to help it in its effort at developing a TQM plan. The various types of assessment that ought to be considered in this regard include; National Quality Award, ISO 9000/14000, Improvement Review & Analysis, Historical Change Analysis, Should-be/As-is Assessment, and Maturing Grid of Key Business Drivers (Ching-Chow, 2006, p. 168). In conducting this assessment, the use of customer’ s and employee’ s surveys ought to be considered, which should thereafter provide a formal assessment that summarizes the findings that have been gotten, while identifying the improvement opportunities and index and recommending actions to be undertaken. An important step in this phase (planning, assessment and design) is the development and achievement of executive management leadership, which is essentially informed by the fact that a successful TQM process requires executive management at the head (Mosadegh, 2006, p. 611).
Initially, the organization Executive should not only be called upon but also linked with the TQM process to the organization strategies.
Throughout this process, it is important to work with the organization Executive, especially on leadership. Another important process in the initial stages is the formation of an executive improvement team that should steer the TQM process (Mosadegh, 2006, p. 617). Second Phase: Today’ s Opportunities This phase is primarily intended to implement action to benefits from the short-range-improvement-opportunities that have been identified in the assessment phase. From the organization’ s point of view, this essentially means “ picking the low hanging fruits” or in simple terms, grabbing the readily available opportunities that assist the organization hastens the TQM implementation process.
Often the savings emanating from this particular phase meet the total cost of this particular improvement process. Usual tools that are used in this phase include; Fast Action Solution Teams, Quick and Easy Kaizen, Reward and Recognition System Upgrading, and Area Activity Analysis (Padmal, 2008, p. 22).
Al-Shobaki, D., S., Fouad, H., R., & Al-Bashir, A. (2010). The Implementation of Total Quality management (TQM) for the Banking Sectors in Jordan. Jordan Journal of Mechanical and Industrial Engineering, 4(2), 304-313
Andrew A. & King, A. T. (2006). The effect of certification with the ISO 9000 Quality Management Standard: A signaling approach. Journal of Economic Behavior & Organization , 60(4), 579-602.
Ashkansy, N. M. (2008). “The New Job Mission.” Journal of Organizational Behavior, 29, 1-2.
Bengt K., Bjarne, B. & Rickard G. (2008). Quality management and business excellence, customers and stakeholders: Do we agree on what we are talking about, and does it matter? The TQM Journal, 20(2), 120–129.
Campbell, M. W. ( 2005). An Evaluation Of Partnership Development In The Construction Industry . International Journal of Project Management , 23(8), 611-621.
Ching-Chow Yang, (2006) "The Impact of Human Resource Management Practices on the Implementation of Total Quality Management: An empirical study on high- tech firms". The TQM Magazine, 18(2), 162–173
Faisal T. Z. R. (2010). Integrating Total Quality Management and Supply Chain Management: Similarities and Benefits. Journal of Information Technology and Economic Development , 1(1), 53-85.
Fuentesa, M. M., Montesa, F. J., & Fernaacutendeza, L. M. (2006). Total Quality Management, strategic orientation and organizational performance: the case of Spanish companies . Total Quality Management & Business Excellence , 47(3), 303-323.
Goetsch, L. D. (2003). Effective Teamwork: Ten Steps for Technical Professions. New York: Pearson/Prentice Hall.
Jong, J. P., & Hartog, D. N. (2007). How Leaders Influence Employees’ Innovative Behaviors. European Journal of Innovation Management, 10(1), 41-64.
Matei, I., A., & Savulescu, C. (2011). Convergence of Policies for Promoting Total Quality Management. Theoretical and Applied Economies, 18(3), 41-76
Miles, E., R. (2010). Lessons Learned, Ignored, Forgotten and Reborn: Organizations and Management 1960 to Today . Journal of Management Inquiry , 20(1), 1-3.
Mosadegh, A. M. (2006). The impact of organizational culture on the successful implementation of total quality managemen. The TQM Magazine , 18(6), 606- 625.
Nair, A. (2006). Meta-analysis of the relationship between quality management practices and firm performance—implications for quality management theory development . Journal of Operations Management , 24(6), 948-975.
Padmal, M. A. (2008). Measuring Critical Factors of Software Quality Management: Development and Validation of an Instrument . Information Resources Management Journal , 21(1), Pp. 18-37.
Parker, M., G. (2011). Team Players and Teamwork. London: Wiley-Blackwell.
Perera, C., S., H., & Kuruppuarachchi, D. (2010). Impact of TQM and Technology Management on Operations Performance. The IUP Journal of Operations management, 9(3), 23-47
Richard A. Bettis, W. M. (2011). Strategic Management. Strategic Management Journal , 32(5), 2-5.
Salaheldin, I., S. (2008). Critical Success factors for TQM Implementation and their Impact on Performance of SME. International Journal of Productivity and performance management. 58(3), 215-237.
Salle, M., & Bartolini. (2006). Business aware Policy-based Management. Business Driven IT Management , 1(1), 55-62 .
Sorbero, E., M. (2008). Outcomes measures for effective teamwork in patient care. New York: Pearson/Prentice Hall.
Suna, H., & Zhaoa, Y. (2010). The empirical relationship between quality management and the speed of new product development . Total Quality Management & Business Excellence , 21(4), 351-361.
Talib, F., Rahman, Z., & Qureshi, N., M. (2010). Integrating Total Quality management and Supply Chain management: Similarities. The IUP Journal of Supply Chain Management, 7(4), 26-44
Thareja, M., & Thareja, P. (2007). The quality Brilliance Thru’ Brilliant People. Quality World, 4(2), 1-3
Thareja, P. & Chhabra, M. (2009). Strategic Total Management (TQM) in a Group Dance. Quality World, 4(3), 1-3
Theo, B., L. (2006). The influence of hedonic quality on the attractiveness of user interfaces of business management software . Interacting with Computers journal , 18(5), 1055-1069
West, A., M. (2004). Effective Teamwork: Practical Lessons from Organization Research London: Wiley-Blackwell.
(Thareja, & Thareja, 2007, p. 1-3)