The organizational climate and its relationship to total quality management among secondary school principals in Baghdad province from the perspective of their teachers

PurposeSoft total quality management (TQM) aspects are the facets of TQM that mainly concern with the management of human resource in a way to achieve the results of employees' job satisfaction. Based on this approach, the objective of this research is to examine the relationship between the most popular five soft TQM aspects and employees' job satisfaction in “ISO 9001” certified Sudanese oil companies.Design/methodology/approachData were collected through questionnaires from employees across a total of five Sudanese oil companies owned by the government, and adopting an ISO-9001 quality program. The total population of the study consists of 1,505 permanent employees, while the sample size was 253 employees, determined by adopting a stratified random sampling technique. The multiple regression model was adopted for data analysis.FindingsThe results showed that the construct of soft TQM aspects including “top management commitment”, “employee empowerment”, “teamwork”, “training and education” and “employee involvement” explain 74% in the variance of employees' job satisfaction. Results showed positive association between soft TQM aspects and employees' job satisfaction at the 5% significance level. It was also found that each individual variable of the five soft TQM aspects has a significant positive association with employees' job satisfaction. Meanwhile, the results indicated that the most important soft TQM aspect in explaining the variability of employees' job satisfaction was the “employee empowerment” with the highest correlation coefficient (β) of (0.189).Practical implicationsThe study recommends that in order to achieve their primary goal of employees' satisfaction, HR practitioners within organizations adopting total quality programs should align their practice in such a way to enhance soft aspects of TQM. Policy makers and top management in order to gain long-term infrastructural benefits obtained from employees' job satisfaction should show a visible support to TQM programs and allocate necessary resources to train their staff in the quality management system that enhance their empowerment and involvement. The study also recommends that since soft aspects of TQM raise their job satisfaction, employees should support and conform to quality management systems within their organizations.Originality/valueThe paper focuses on soft TQM aspects’ practical implementation. The findings make a significant contribution by using ISO-certified governmental Sudanese oil companies and tested the hypothesized model entails the impact of soft TQM implementation and employees' job satisfaction.

PurposeThe purpose of this study is to map the implications and competencies for Industry 4.0 to the hard and soft aspects of total quality management (TQM).Design/methodology/approachThe author/s collected data from purposively drawn samples of early-career engineering professionals (ECEPs) using a cross-sectional survey. A total of 20 ECEPs from three small-class cohorts (2014, 2016 and 2018) participated in the survey. The author/s analyzed data using the Kruskal–Wallis test and Wilcoxon–Mann–Whitney test to establish the effect of cohort and gender on the implications and competencies for Industry 4.0. The author/s then mapped the top- and bottom-ranked implications and competencies onto the hard and soft aspects of TQM using a matrix.FindingsBased on the cohort, significant differences p < 0.05 existed in the interests and competencies for Industry 4.0. In congruence, the 2014 cohort had the highest number of “unique” top- and bottom-ranked competencies and implications spanning the hard and soft TQM. Based on gender, nonsignificant differences p < 0.05 existed in the interests and competencies for Industry 4.0. The male and female ECEPs' “common” top-ranked implications appeared under the hard and soft TQM. All their “common” top-ranked competencies appeared under the hard TQM, while all their “common” bottom-ranked competencies appeared under the soft TQM.Research limitations/implicationsThe sample size, context/discipline and perceptual data are limitations.Practical implicationsOptimizing an existing TQM framework/matrix to design Industry 4.0 TQM, advanced as TQM 4.0.Originality/valuePerspectives of early-career professionals for TQM 4.0 implementation.

Purpose – The purpose of the paper is to examine the binary character of total quality management (TQM) in food companies and to determine the impact of the two aspects of TQM – the “soft” and “hard” – on the quality management benefits. Design/methodology/approach – A research project was carried out in 90 Greek food companies, using the questionnaire method. Two measurement models have been formulated. The first model includes the TQM philosophical elements and quality tools/techniques, while the second model includes the quality management benefits. Exploratory factor analyses are applied to extract the latent factors. The factors that significantly influence the quality management benefits are determined through multiple linear regression analyses. Findings – The analysis of the models confirms the binary character of TQM (the “soft” and “hard” TQM elements) in food companies and the existence of internal and external quality management benefits. The “soft” TQM elements have a significant direct impact on quality improvement, employee benefits and customer satisfaction. However, the impact of the “hard” TQM elements on the above quality management benefits is not direct but indirect, through their significant correlation with the “soft” TQM elements. Finally, quality improvement is also a significant factor that directly influences employee benefits, customer satisfaction and business performance. Research limitations/implications – The small size of the sample of the responding food companies, the diversity of these companies and the subjective character of the data collected are limitations that suggest future research recommendations. Practical implications – Food companies should realize the leading role of the “soft” aspect of TQM and the supporting role of the “hard” aspect in maximizing the quality management benefits and as a consequence in withstanding the current economic downturn. Originality/value – Focusing on “quality-oriented” food companies that have ample experience in quality and food safety management systems, the present study reveals a significant direct impact of the “soft” TQM elements and an indirect impact of the “hard” TQM elements on the quality management benefits.

The holistic aspect of total quality management (TQM), whereby the entire organization adopts and pursues the paradigm, is becoming increasingly important as organizations progress in their quality efforts. Based on empirical research findings, this paper presents a progressively phased learning and developmental model of TQM adoption in a corporate staff unit. It identifies those organizational factors which impact the developmental process of staff unit TQM adoption through the use of the ‘7S’ model. Finally, it outlines specific facilitative actions and strategies taken by staff unit professionals to assist their units in developing improved TQM capabilities, and ultimately its overall performance.

Five projects conducted over approximately four years investigated different aspects of total quality management (TQM) programs and their overall effectiveness at different US manufacturing sites. Each of these studies considered one or more aspects of implementing a TQM program in a manufacturing environment. Three of the studies used surveys to evaluate perceptions of employees' involved in management-directed changes in a TQM environment. The other two used case studies of specific projects designed to improve manufacturing effectiveness by using TQM principles. One of the most fundamental tenets of TQM is to encourage total participation by all employees and to open the lines of communication. Several of the studies showed examples of how this worked in practice. >

Purpose – The purpose of this paper is to present the current status of a quality management practice in Serbia, in terms of the development and application of integrated managements systems (IMS), and research and implementation of Six Sigma and the related techniques. Design/methodology/approach – Two main aspects of total quality management (TQM) have been considered: institutional (organisational or strategic) aspect that corresponds to standardised management systems and their integration, and technical (quality engineering) aspect whose main contributor is Six Sigma. The findings of a comprehensive study on IMS implementation in Serbia have been presented, based on the results of a questionnaire that was sent to 54 organisations during 2013. Also, the significant technical improvements and tangible benefits of a recently conducted Six Sigma project were shown, including the application of the advanced quality engineering techniques within DMAIC method. Findings – Good QM practice in Serbia is improving, both in terms of the organisational (IMS) and technical (Six Sigma) aspect, that server as a good basis for the adoption of TQM in manufacturing companies from various sectors. It could be anticipated that these results will facilitate the adoption of an overall TQM culture in Serbia and leverage its future sustainability. Originality/value – This paper offers key insights into IMS and Six Sigma implementation in Serbia. This could encourage manufacturing organisations in developing countries to adopt IMS and Six Sigma, in order to boost the overall TQM culture and gain a competitive advantage.

Quality management is the basis for library management in general. The purpose of this paper is to present an overview of Total quality management (TQM) in academic libraries. This paper discusses the various aspects of total quality management like meaning, definition, etc. It also discusses the implementation of TQM in college libraries, its benefits, tools & technicians of TQM, its feature etc. The basic idea of TQM is commitment to continuous improvement. Keywords: Library, Quality, Management, Total quality management.

Purpose – To investigate the extent to which secondary schools practiced aspects of total quality management (TQM).Design/methodology/approach – A cross‐sectional research design was used in this study. A sample of 300 teachers in a residential session during a school holiday provided their perceptions on the practice of TQM in their schools. Data were collected using a questionnaire.Findings – Board of Governors and chairpersons in secondary schools are not providing the necessary leadership that would promote TQM practices necessary for schools' continuous improvement. However, some head teachers are providing the required leadership with a considerable number of school managements empowering their employees. The majority of schools are not committed to strategic quality planning, though they do promote human resource development initiatives.Research limitations/implications – The study relied on an accessible sample of practising teachers drawn from M.Ed and PGDE students on a one‐month residential ses...

The importance of this study lies in the topic it deals with, its modernity in the educational administrative field and related to the philosophy of total quality management, and the effectiveness of its application in the field of sports management. Especially in the faculties of physical education and sports sciences. The research problem was to estimate and know the degree of effectiveness of the college's performance using the college's total quality standards. The aim of the research is to know the effectiveness of the performance of the college’s performance using the quality standards when managing the college. The human field included: (Dean of the College, Associate Dean, heads of branches and officials of administrative units) of the College. The descriptive approach was used, which is concerned with describing the various aspects of total quality management and for its relevance with the research procedures. As for the research sample, it was deliberately selected and made up of (the dean of the college, the assistant dean, heads of branches and officials of administrative units) of the College of Physical Education and Sports Sciences / Salah al-Din University - Erbil. (42) individuals. To complete the research, the research used the following tools: 1- Scientific sources. 2- A questionnaire form. In this regard, a questionnaire was used for the study (Al-Osaili, Raja Zuhair, 2007) to suit its axes and paragraphs and the nature of this study after presenting it to the experts to find out its adaptation to the environment in which the research is applied. The research reached several conclusions, including: - The efficiency of the administrative body in the College of Physical Education and Sports Sciences / University of Salah al-Din - Erbil - Iraq, is good in terms of planning, method of performing exams, creating an appropriate organizational climate, developing educational means and teaching methods, and changing and developing curricula. - The efficiency of the administrative body in the College of Physical Education and Sports Sciences / University of Salah al-Din - Erbil - Iraq in using information technology is not at the level required to develop the educational performance of the college. The research recommended several recommendations, including: Adopting comprehensive quality standards in the college administration in order to improve its performance level. The college administration adopts the use of modern information and communication technology in planning

Cooperation with stakeholders is the key attribute oforganizations having no boundaries and open to innovations.In order to be successful in a very competitive andunstable environment companies must have ‘pervious’boundaries and be open to information, ideas and people.This will enable to see the straight direction for the fastand effective performance. Such ‘boundarless’ organizationsare very dependant on relationships.How should such an organization look like? Firstly,top managers establish conditions and secure relationshipsnurturing such values as reciprocity and trust. Secondly,open and fair interrelation is promoted togetherwith minimization of red-tape whereas employees’ participationin inter-functional or cross-functional groupsis understood as a part of daily work. The groups are setup of different organizational levels and departments.They identify and mobilize resources and liaise with organization.Authorization of taking a decision is delegatedinto the hands of people that are directly relatedwith this activity. Thirdly, employees present ideas onhow to increase efficiency of organization performance.The presented model in this research highlights notonly internal processes but also the measurement of allpack of processes that corresponds balanced-scorecardtheory. Processes describe the numerous connections thatcut across the organization, the interaction of staff anddepartmental activity and the flow of work that actuallyoccurs, to ultimately deliver stakeholder satisfaction.The model includes both proactive and reactive improvementelements where qualitative and quantitativeindicators are used. Successful implementation of totalquality management depends on infrastructure, i.e. onorganizations promoting total quality management, legalenvironment, scientific research, establishment ofnew methods, dissemination of information, practicaltraining, etc.

Several international standards and corresponding interpretation documents for quality management systems have been published. Although these standards are found useful to some extent, they are considered to be insufficient in several areas important for medical laboratories particularly in the pre- and post-examinational phases. The normative document for accreditation of laboratories (ISO/IEC Guide 25) is presently being revised and a document for medical laboratories (ISO/TC 212, CD 15189) is at draft stage. Both aim to include aspects of total quality management. The concept of total quality management is rather vague. Generally, its goal has been defined as "business excellence". This term, however, needs some explanation if applied to medical laboratories. Therefore, a project group of the European Confederation of Laboratory Medicine (ECLM) has developed a model for total quality management, which is based on a comprehensive management concept issued by the European Foundation for Quality Management. In the case of a medical laboratory, the term "business excellence" should be replaced by "good medical laboratory services". The proposed model could serve as a basis for future developments of total quality management standards in laboratory medicine. The goal of the "journey" should be clarified before it starts. To the best of our knowledge, this is the first attempt to develop a model of a good medical laboratory.

The purpose of this study is to describe the relationship between the two aspects of total quality management (TQM), soft TQM practices and hard TQM practices in manufacturing organisations. A research project was carried out in Jordanian manufacturing organisations using questionnaire survey. The relationships between the practices were examined through Pearson correlation and simple linear regression analyses. The results showed that the relationship between soft and hard TQM practices is significant. Customer focus has a significant relationship with statistical process control (SPC), while education and training have two significant relationships (SPC and continuous improvement). Top management leadership has three significant relationships (SPC, continuous improvement and product design). Finally, supplier relationship has significant relationships with all hard practices except process management practice. Hence, managers of manufacturing companies should realise the important role of hard practices in implementing soft TQM practices successfully.

The research included the cognitive aspects of Total Quality Management due to its role in improving performance. This research aimed to the extent of the impact of the principles of Total Quality Management as a basis for improving the performance of the psychological counsellor and its effect on students in universities (Al-Muthanna University as a model). The research problem was represented in the extent of university administrations' commitment to applying the principles of Total Quality Management and the extent of its impact on the performance of the psychological counsellor due to the importance of this activity in increasing students' awareness of the practices and behaviours that the student must possess. The research was based on a main hypothesis from which five hypotheses branched out, including research objectives. The researcher utilized the descriptive analytical method using the SPSS program, as a questionnaire was designed for this purpose, distributed to a sample of) 250) students from Al-Muthanna University students, consisting of (40) items according to the intentional sample method. The research results indicated a statistically significant relationship between the principles of Total Quality Management and improving the performance of the psychological counsellor at the university. The research reached several conclusions, the most important of which are: (It was found that the principles of total quality management have gained high importance as an approach to improving the performance of the psychological counsellor for employees at Al-Muthanna University according to the students’ trends) and a number of recommendations. The most significant factors are: ) Universities and institutes that adopt the principles of total quality management to improve the performance of the psychological counsellor).

The purpose of this study is to describe the relationship between the two aspects of total quality management (TQM), soft TQM practices and hard TQM practices in manufacturing organisations. A research project was carried out in Jordanian manufacturing organisations using questionnaire survey. The relationships between the practices were examined through Pearson correlation and simple linear regression analyses. The results showed that the relationship between soft and hard TQM practices is significant. Customer focus has a significant relationship with statistical process control (SPC), while education and training have two significant relationships (SPC and continuous improvement). Top management leadership has three significant relationships (SPC, continuous improvement and product design). Finally, supplier relationship has significant relationships with all hard practices except process management practice. Hence, managers of manufacturing companies should realise the important role of hard practices in implementing soft TQM practices successfully.

The Resource Conservation and Recovery Act (RCRA) of 1976 and its subsequent amendments have had a dramatic impact on hazardous waste management for business and industry. The complexity of this law and the penalties for noncompliance have made it one of the most challenging regulatory programs undertaken by the Environmental Protection Agency (EPA). The fundamentals of RCRA include ``cradle to grave`` management of hazardous waste, covering generators, transporters, and treatment, storage, and disposal facilities. The regulations also address extensive definitions and listing/identification mechanisms for hazardous waste along with a tracking system. Treatment is favored over disposal and emphasis is on ``front-end`` treatment such as waste minimization and pollution prevention. A study of large corporations such as Xerox, 3M, and Dow Chemical, as well as the public sector, has shown that well known and successful hazardous waste management programs emphasize pollution prevention and employment of techniques such as proactive environmental management, environmentally conscious manufacturing, and source reduction. Nearly all successful hazardous waste programs include some aspects of Total Quality Management, which begins with a strong commitment from top management. Hazardous waste management at the Rocky Flats Plant is further complicated by the dominance of ``mixed waste`` at the facility. The mixed waste stems from the original mission of the facility, which was production of nuclear weapons components for the Department of Energy (DOE). A Quality Assurance Program based on the criterion in DOE Order 5700.6C has been implemented at Rocky Flats. All of the elements of the Quality Assurance Program play a role in hazardous waste management. Perhaps one of the biggest waste management problems facing the Rocky Flats Plant is cleaning up contamination from a forty year mission which focused on production of nuclear weapon components.