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INTRODUCTION
There are many interpretations and definitions of TQM. It is defined in BS 4778 Part 2 as:
A management philosophy embracing all activities through which the needs and expectations of the customer and the community, and the objectives of the organization are satisfied in the most efficient and cost effective way by maximizing the potential of all employees in a continuing drive for improvement[1] .
Put simply, TQM is the mutual co-operation of everyone in an organization and associated business processes to produce products and services which meet the needs and expectations of customers. TQM is both a philosophy and a set of guiding principles for managing an organization, based on a fundamental belief in the need for continuous and company-wide improvement. It is all about good management behaviour and business practice. A key question is: can any executive who wishes to improve his/her management skills and abilities afford not to understand more about TQM and become personally involved with its introduction and development?
This article outlines the main reasons why senior managers should become personally involved in TQM and examines what they need to know about TQM and what they should do in terms of positive actions.
WHY SENIOR MANAGERS SHOULD GET INVOLVED IN TQM
STRATEGIC WEAPON
Many executives now claim that quality is their number one strategy in influencing the competitive performance and success of their organization.
Embarking on a TQM initiative is a strategic decision and one which can be taken only by senior executives. TQM needs the commitment, confidence, conviction and involvement of senior managers and, if this is achieved, it avoids false starts being made. This, however, requires a significant investment of their time. Everyone in the organization has a role to play in quality improvement but this effort will be disjointed and spasmodic if senior executives have not made the organizational requirements for quality crystal clear. If they do not get involved and demonstrate personal commitment it is likely that the quality improvement process will stagnate, disillusionment will set in and, as a consequence, the corporate health of the organization will suffer. Quality is too important an issue to delegate to technical and quality specialists. It is an integral part of the manage-ment of an organization and its...