Towards Total Quality Management Research Articles

A Structural Equation Modelling of Organizational Culture and Total Quality Management at the Islamic University in Uganda

This study aimed at examining the influence of organisational culture (OC) towards total quality management (TQM) at the Islamic University in Uganda. The study’s research Objectives were; examine whether the hypothesized model of organizational culture and total quality management fit the data. To establish whether the items for measuring organizational culture and Total quality management fit the model? To find out whether organizational culture construct statistically influence total quality management practices as perceived by staff at Islamic University in Uganda? To arrive at the intention of this study, a quantitative research design was employed, and a cross-sectional survey technique was used to attain data from 372 randomly chosen respondents. Data analysis was done using structural equation modelling. The findings of the study reflected that; the questionnaire items for OC and TQM fitted the data whereby CMIN was 1852.328, CMIN/DF 3.750, RMSEA .086, CFI .782 and DF 494.Further analysis to establish the influence of OC towards TQM reflected that CFI was .906, RMSEA .070, CMIN/DF 2.798, CMIN 506.362 AND DF 181; thus, the model fits the data. The influence of OC towards TQM was obtained at a .94 coefficient with a p-value of .000. The factor loadings for both constructs OC and TQM and their sub-constructs deemed reasonable at above 0.70. Thus, proving the model and theory worthy of employment in the management of HEIs so as to produce quality graduates with quality skills for addressing the 21st century challenges. More studies can be done using longitudinal surveys and other data analysis techniques to establish whether the results will differ. Lastly, it is recommended that leaders and their management teams in HEIs should change their perceptions towards running institutional businesses to fit the needs of the 21st century. Today’s world requires quality graduates with quality skills and culture to transform themselves and their community into a quality nation. However, these efforts cannot be achieved if HEIs leaders do not understand TQM’s meaning towards OC. This is because today's staff, students and other stakeholders are far different from the previous ones regarding their rights, services needed, input, the process and the output.

Assessing Faculty Perception Towards Total Quality Management of Education Sector in Punjab

Quality education plays an important role in number of organizations across this competitive world. In the present scenario, the success of management institutions depends upon the quality education provided to the students. Educationalists, policy makers, and researchers are now showing their sincere efforts towards Total quality management (TQM) as it acts as a de facto management philosophy to create Academic excellence which can provide customer satisfaction. The service industries are changing rapidly and this change offers to lead or gain competitiveness in the market. As education industry is also a part of service industry, thus, it becomes very important for education industry to provide better- and high-quality service. Since this concept was originate in manufacturing sector but nowadays, in the education sector acquisition of total quality management is common one. In this connection, this paper aims to investigate how faculties of management institutions perceive the quality offered at management education in Punjab. An evaluation study using questionnaire survey was employed to measure the faculties’ perception towards 7 quality dimensions. Total 65 questionnaires were distributed randomly. After data collection, we performed statistical tests by using SPSS software. It is found that still in some areas lack of total quality management is affected.

The Effect of Organizational Culture towards Total Quality Management (TQM) Implementation in Malaysia Public Organization

The Effect of Organizational Culture towards Total Quality Management (TQM) Implementation in Malaysia Public Organization

TOTAL QUALITY MANAGEMENT IN B.ED COLLEGE

The aim of the present study was to investigate the perception of B.Ed student teachers towards Total Quality Management (TQM) in Teacher Training Colleges. The study aims to evaluate how well the college functions in the transaction of imparting the teaching learning process. The study was conducted on 68 B.Ed student teachers from one of the teacher training colleges of Mumbai University. The data was analyzed using percent mean method. The results of the study showed that most of the dimensions of quality control ranged between 60% to 75% which suggests that the said college has room for improvement on its services.

Total quality management and Hoshin Kanri for construction organizations

Quality trends in construction projects have advanced from quality assurance to quality management under the ISO 9000 standards. Having achieved ISO 9000 certification and established a systematic approach to operations, the journey towards Total Quality Management (TQM) seems to weigh significantly on the ability of an organization to translate, integrate and institutionalize TQM behaviour into its business culture. More importantly, there is a need for organizational-wide management and a need to provide alignment of processes and people in the TQM environment. The Japanese concept of Hoshin Kanri, a form of policy management which prescribes a participative way of quality management, offers such leverage. Hoshin Kanri is a system for translating an organization’s vision and objectives into actionable and measurable strategies throughout the company, and is also a means by which TQM can be institutionalized. The concept of Hoshin Kanri provides a powerful tool for deploying the strategic direction of the organization. This paper presents the essential steps in deploying the Hoshin Kanri form of policy management using a construction firm as a case study. A framework for implementing Hoshin Kanri in the construction industry is also recommended for the first time.

Benchmarking in Maltese internal audit units

PurposeThe organisation‐wide drive towards total quality management (TQM) and the call for sound corporate governance require that Maltese internal audit (IA) units benchmark their operations as a first step towards the critical evaluation of their processes and the management of change. The purpose of this paper is to determine the awareness of this process in Maltese IA units, its perceived major benefits and limitations and also major barriers in its implementation.Design/methodology/approachThe objective of this study is achieved through a series of semi‐structured interviews with 12 Maltese IA executives representing most Maltese IA units.FindingsThis study concludes that Maltese IA executives have a weak grasp of the benchmarking process and that, current IA evaluation techniques are mere rudimentary comparisons, essentially backward‐ and inward‐looking in nature. Maltese IA executives appreciate the benefits of benchmarking as an effective IA quality tool but are divided as to its limitations. In addition, there are organisational and cultural barriers preventing them from attaining its potential benefits.Originality/valueIn addition to the analysis of major obstacles to the implementation and development of this TQM tool in a European ministate, this study points to possible regulatory and organisational changes for future improvements.

Quality management system of a university cardiac surgery department according to DIN EN ISO 9001 : 2000.

A quality management system (QMS) will improve quality in health care units. This report describes the introduction of a QMS according to ISO 9001:2000 in a university cardiovascular surgery department. First, a thorough analysis of all processes of patient treatment and clinical research was obtained. Multiple interfaces were defined to different departments as well as to administration units. We evaluated and optimized all necessary resources, evaluating customer satisfaction using patients' and referring physicians' surveys. We started quality rounds including surgeons, nurses and technicians. Based on this preparation, we redefined and explained all processes including their responsibilities and necessary resources in the quality manual. After a process of 18 months, an independent, accredited organization recommended that our QMS be given certification according to ISO 9001:2000. Certification of a university cardiovascular surgery department according to ISO 9001:2000 is possible, and may represent the first step towards total quality management (TQM). In complex health care units, certification of separate departments may help generate a consciousness of quality on the way to TQM.

An empirical study of the ISO 9000 standards’ contribution towards total quality management

This paper presents the results of an empirical study on the contribution of ISO 9000 standards towards total quality management (TQM). The paper is a continuation of the authors’ research on the ISO 9000 standards effectiveness and capability as an entry key to TQM. The literature review of the above issue revealed the need for a formal empirical study to resolve the existing debate about the standards’ long‐term contribution and true value to ISO 9000‐certified companies. For the purposes of this study, a TQM measurement instrument was developed and tested for its reliability and validity to measure TQM performance improvement in certified companies in Greek industry. This performance improvement was then used to test the basic research hypothesis: “Can ISO 9000 standards provide a good first step towards TQM?”. The results of the study are presented in eight basic TQM categories, showing the certified companies’ performance improvement in the basic elements of each category, and revealing their strengths and weaknesses on their way to TQM.

Total Quality Management: Anti-Union Trojan Horse or Management Albatross?

This article examines a co-operative union-management approach towards Total Quality Management (TQM) by recourse to a case study from the auto components manufacturing sector. Its purpose is twofold; first, it suggests that in contrast to much critical thinking, under certain conditions TQM need not undermine trade unions. Indeed, it is argued that a more moderate trade union stance towards TQM, in some circumstances, may prove to be a more effective form of resistance than a militant one. Second, the article provides insights into the ways in which TQM reinforces existing power relations, hierarchical structures, organisational bureaucracy and inequality, rather than transforming them as TQM pundits contend. The argument, however, is not that TQM simply enhances management control in a unilinear fashion. This is because it not only poses dangers for trade unions, but also presents management with dilemmas and contradictions. TQM is understood, therefore, to be part of the continuing and complex effort by management to balance control and consent within employment, the dynamics, and outcomes of which, are uncertain and need to be empirically examined.

TOTAL QUALITY MANAGEMENT: ANTI-UNION TROJAN HORSE OR MANAGEMENT ALBATROSS?

This article examines a co-operative union-management approach towards Total Quality Management (TQM) by recourse to a case study from the auto components manufacturing sector. Its purpose is twofold; first, it suggests that in contrast to much critical thinking, under certain conditions TQM need not undermine trade unions. Indeed, it is argued that a more moderate trade union stance towards TQM, in some circumstances, may prove to be a more effective form of resistance than a militant one. Second, the article provides insights into the ways in which TQM reinforces existing power relations, hierarchical structures, organisational bureaucracy and inequality, rather than transforming them as TQM pundits contend. The argument, however, is not that TQM simply enhances management control in a unilinear fashion. This is because it not only poses dangers for trade unions, but also presents management with dilemmas and contradictions. TQM is understood, therefore, to be part of the continuing and complex effort by management to balance control and consent within employment, the dynamics, and outcomes of which, are uncertain and need to be empirically examined.

Communicating through self‐directed work teams (SDWTs) within an SME learning organization

Teamwork is increasingly becoming a prerequisite for many job functions in those learning organizations striving towards total quality management (TQM). However, the daunting task of creating a teamwork environment in many manufacturing companies is often left to proactive senior management, who assume the responsibility for creating a culture of interdependency, among all employees. This opportunity for maximizing employee potential through empowered teamwork represents a challenge for many managers. These “champions for success” will inevitably contribute towards improving business performance through re‐engineering the people process. Their actions will also facilitate the development of an organizational culture, which thrives on teamwork. Describes a case experience of an SME that has developed a team‐based learning organization, where all employees are empowered to challenge the status quo and make continuous improvements. Then reports on how the formation of self‐directed work teams (SDWTs) have been used as a strategy for getting a diverse group of people with different attitudes, skills and personalities, to work together towards common goals. Continues by presenting the use of a simple decision‐making framework which was developed by the case study company, and is contributing towards the empowerment of all team members. Concludes with some of the benefits experienced by the company, during their pursuit of TQM, through flexible SDWTs.

Professional Service Firms and Total Quality Management:A Good Fit?

A recent managerial trend is the move towards total quality management (TQM) in all economic sectors: manufacturing, service, public and now the professional services. Successful implementation of TQM requires that staff in adopting organizations change how they work and, in particular, how they relate to customers and co‐workers. However, professionals have several characteristics that make them difficult to manage. Examines some potential difficulties in the TQM approach as it applies to professional service firms, describes some successes and discusses some implementation issues.

Evolution and implementation of a quality improvement programme: a case study of two health care organizations

Since the early 1980s, there has been an interest in quality improvement in the National Health Service (NHS) in the UK. A number of District Health Authorities (DHAs) in response to a national policy on quality of care set up quality assurance (QA) and quality circles (QCs) programmes as part of a move towards total quality management (TQM). These programmes were set up during a period of financial constraint in the NHS. By means of a case study, this paper explores the evolution, development and implementation of the programmes, and the effects of the financial constraints and organizational changes on the programmes. It is argued that the case study DHAs had some difficulties in developing and implementing QA because they had no clear understanding of the concept and did not clearly differentiate between QA and TQM and the role of QCs in the process. Under pressure from the Regional Health Authorities (RHAs) to show commitment to quality, the DHAs used the QCs as the showcase of the quality improvement...