Total Quality Management as a Tool for Enhancing Organization Development
CHAPTER ONE
Objective of the study
- To examine and identify the key barriers and challenges that organizations encounter when attempting to implement TQM principles for organizational development.
- To assess the direct and indirect impacts of the identified challenges on the overall organizational development.
- To evaluate existing strategies and initiatives employed by organizations to overcome challenges in TQM implementation
CHAPTER TWO
REVIEWED OF RELATED LITERATURE
QUALITY MANAGEMENT
There are numerous definitions of TQM. Their definitions are generally expressed as a way of life for an organization as a whole, committed to total customer satisfaction involvement of people. TQM is a management philosophy that seeks to integrate all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer needs and organizational objectives. TQM views all organizations as a collection of processes. It means the organization must strive to continuously improve their process by incorporating the knowledge and experiences of workers. The simple objective TQM is “do the right thing right, the first time, every time”. TQM is infinitely variable and adaptable. Although originally applied to manufacturing operations, and for a number of years only in that era, TQM is now being recognized as a generic management tool, just as applicable in service and public sector organizations. There are a number of evolutionary stands, with different sectors creating their own versions from the common ancestor. TQM is the foundations for activities, which include:
- Commitment by senior management and all employees.
- Meeting customer requirements.
- Reducing development cycle times.
- Just in time/demand flow manufacturing.
- Improvement teams.
- Reducing products and services costs.
- System to facilitate improvement.
- Line management ownership.
- Employee involvement and empowerment.
- Recognition and celebration.
- Challenging quantities goals and benchmarking.
- Focus on processes/improvement plans.
- Specific incorporation in strategic planning.
These show that TQM must be practiced in all activities, by all personnel, in manufacturing marketing, engineering, R&D, sales, purchasing etc. TQM is also “a system of continuous improvement employing participative management and centered on the needs of customers” (JUROW & BARNARD, 1993). Key components of TQM are:
- Employee involvement and training;
- Problem – solving teams;
- Statistical methods;
- Long term goals and thinking; and
- Recognition that the system, not people, produces inefficiencies.
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
RESEARCH DESIGN
Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled. According to Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using questionnaires with numerically rated items), qualitative research strategies (e.g., using open-ended questions), or both strategies (i.e., mixed methods). As it is often used to describe and explore human behaviour, surveys are therefore frequently used in social and psychological research.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain Total quality management as a tool for enhancing organization development. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing an total quality management as a tool for enhancing organization development
Summary
This study was on total quality management as a tool for enhancing organization development. Three objectives were raised which included: To examine and identify the key barriers and challenges that organizations encounter when attempting to implement TQM principles for organizational development, to assess the direct and indirect impacts of the identified challenges on the overall organizational development and to evaluate existing strategies and initiatives employed by organizations to overcome challenges in TQM implementation. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from Adietz Foods, PH. Hypothesis was tested using Chi-Square statistical tool (SPSS).
Conclusion
This study is directly focusing on examining the relation between the total quality management and organization performance. Several past researches have clarified the relation between TQM and the organization performance especially the financial performance. Such researches indicated that when one organization implements TQM in effective way, then its performance will be largely enhanced from several aspects. In a review of the literature covering the impact of total quality management on rganization performance indicated that there is a positive direct relation between TQM and rganization performance, however, indicated that TQM practices could hinder organisations to achieve their goals. However, the main key conclusions that can be taken from this research article are that customer satisfaction and also quality performance of products and services can be improve by implementing different quality initiatives at organisations. The strategy of TQM that focusses on improving the customer satisfaction levels will directly enhance the organization performances and that Leadership commitment is considered a key element for guaranteeing a successful implementation of TQM practices at organisations. Though this research is directly aim at distinguishing the relation between TQM and organization performance, but several factors directly affected organization performance were neglected such as organization size, culture and level of innovation
Recommendation
Total Quality Management (TQM) philosophy has come to stay. Organization that seeks for sustainable competitive advantage should endeavour to adopt TQM principle of customer orientation, management by facts; people based management, continuous improvement and producing at lower cost. A TQM team to determine which technique and tool to be adopted at a particular time is put in place to ensure focus and realization of organizational goals. Top management commitment and leaderships on a daily basis by organization is also crucial. Based on the above, the paper recommendations are as follows; What matters most to customers i.e. customer orientation should be seriously taken into consideration when making TQM decisions that require the application of its techniques or tools such as benchmarking, outsourcing, statistical quality control (SQC), speed etc. by the organization’s management
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