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Management role is said to be a very important role in success of tqm. Without proper guide line from the top management the implementation of tqm will be difficult for the successful of tqm corsby , 1979; Deming, 1982; Feigenbaum, 1983; Garvin, 1988; Juran and Gryna, 1988. According to Pheng and Jasmine (2004), the degree of support that management takes in the Management role has been given very importance in success of tqm. Tqm cannot be fully implemented if there is a lack of coordination from top management. So for the success of tqm is necessary that proper guide line is necessary from top management other wise there would be complete failure.
Good quality leadership by top management has been highlighted and supported by many researchers management as the basis for proper implementation of TQM in order to achieve job satisfaction (Aderson et al. 1995). To achieve total quality it is important that the top managers should guide there subordinates to achieve goals and as well treat quality as an important matter. They should give quality a first priority to set standards and allocate sufficient resources to continuous quality improvement and reward employees according to their performances (Minjoon et al. 2006). Most organizations have declared unsuccessful to follow practices of TQM because of the negligence form top management in delegation some authorities and empower employees (Minjoon et al. 2006).This is a very important factor because if the managers are serious looking after employees and empowering the employees, the employees will be responsible for the quality of their work and they are accountable for the work and this how there would be improvement in the organization. Top management should give delegate authority and empower their project managers to make decisions as they think that are important (Pheng and Jasmine, 2004).Implementation of tqm can’t be successful until and unless there would be a proper supervision from top management. Lawler (1994) further perceived TQM as a culture. Demeng 1988 He pointed out effective of quality management depend on the effective of leadership because quality effort can get actual effect only with the recognition and support of the leadership. In supply chain circumstance, the core enterprise play as the leadership since it establishes the development strategy and operation targets of supply chain affect the actual efficiency and effectiveness of the quality effort of all the other members. Minjoon(2006) Therefore, the core enterprise must act as leadership to consider adequately the needs and expectation of the other members, Pearson el at 1995 establish a clear, realizable and coincident holistic target and then lead and inspire the other members to strive jointly for the target. At the same time, the core enterprise should foster more leaders of TQM in each layer of supply chain and make them take their responsibility zealously
2.2 Relationship between top management and other TQM imperatives
When the top management is serious in TQM implementation it will increase employee empowerment, teamwork, and training and employees job satisfaction. From a study carried out by Minjoon et al. (2006), on some come companies between the Mexican and US borders implementing TQM, management leadership was seen as an important aspect. It showed that, significant changes could be brought to an organization, company or institutions, based on the nature of management commitment. Their work resulted to five fundamental hypotheses that relate to the relationship between top management commitments.
1. Top management commitment has a positive impact on the level of employee empowerment
2. Top management commitment has a positive relationship on the level of employee training
3. Top management commitment has a positive impact on teamwork
4. Top management commitment has a positive relationship on the impact performance appraisal system
5. Top management commitment has a positive impact on employee compensation
2.3.3 Top management role in project realization
The degree of a successful TQM depends on the behavior of top management guidance (Olorunniwo and Udo, 2002). Project rejections, acceptance, resistance and variation is a function of management support, thus, their participation in all stages or levels, giving authority to employees where necessary and managing resources is important, (Beck, 1983; Manley, 1975). (Olorunniwo and Udo, 2002) highlighted three main points of top management support which are considered important in TQM practice and project realization.
1. They should show great zeal by participating in team meetings, and able to spend time with people and listen to feedback as well as willing to help resolve problem.
2. Providing necessary guidelines, including training and other important resources
3. Providing leadership by guiding to make plan and put in to action, and they should do performance against the task is given they review the project programs and official commissioning of project leaders and project team.
This is also important that committee from the top management is set up to look after the projects that are assigned to employees they should give directions to employees and review and monitor the projects that are assigned to them.
To identify The Effects of TQM on Business Performance
The Effects of TQM on Business Performance
The advantages of an effective TQM implementation can be studied with three different perspectives. Firstly, from the operating angel, the reason that TQM has became a hot topic in both industry and academia is that it can be applied to improve/enhance Global competitiveness (Flynn et al., 1995; Samson and Terziovski, 1999). Proper practices of tqm can help the firm to achieve internal benefits and good quality can also be achieved and realizing better operating income (Corbett et al., 2005; Hendricks and Singhal, 1997). Secondly, from the financial performance perspective, careful design and implementation of consistent and documented quality management systems can contribute significantly to superior financial performance (Corbett et al., 2005). Further, firm with an effective TQM implementation can significantly outperform on the stock price performance (Hendricks and Singhal, 2001). Finally,from the knowledge management (KM) viewpoint, the implementation of TQM can also increase and enhance organizational knowledge, which in turn helps more understanding of how quality management practices can affect firm performance (Linderman et al., 2004). Compared with TQM and KM, there are many similarities between these two management philosophies. If properly planned, they can complement one another effectively (Hsu & Shen, 2005) Recent studies have examined the relationship between total quality management and various levels of business performance (Das et al., 2000; Kaynak, 2003; Mohrman et al., 1995). Although many results of prior studies supported the positive effects of TQM on organizational performance (Hendricks & Singhal, 1997; Kaynak, 2003; Madu et al., 1995; Sun, 2000; Terziovski & Samson, 1999), there were several Researches which found the implementation of TQM might lead to ineffectiveness of firm performance (Choi & Eboch, 1998; Dale et al., 1998; Lemak et al., 1997; Reed et al., 1996). Kaynak (2003) indicated the reasons that the results of these aforementioned studies have different outcomes probably resulted from the nature of the research designs such as using TQM practices or business performance as a single construct. In this study, the authors examine the relationship between seven important TQM constructs and various levels of firm performance and measure how each TQM constructs affects other TQM constructs.
To identify the relation of customers focus on tqm
To make the tqm successful customer focus is very important because the firm exist to serve the customers so the focus on customer is very important for the firm. Firms should identify the needs of customers and according to their need and demands they provide well and services. To make the tqm successful firm should give quality to customers and how the good quality will be maintain when it will be according to customers perceives values In order to meet the requirement of customers top management should also clarify the exactions of its customers. (Juran, 1992). Oakland (2005) mentioned that quality started with the understanding of customer needs and ended when those needs were satisfied. In order to meet the requirement of Further, organizational strategy should also be developed based on customers’ needs. Samson & Terziovski (1999) pointed out that customer focus is the underpinning principles for firms to implement TQM programs. Since senior management may have the influence and authority to dominate the entire TQM implementation, dedicated commitment from top management about implementing TQM is certainly a necessity. Therefore, this study proposes that customer focus is positively related to management leadership
TO identify the impact of human resource on tqm
Human resource is very important in making tqm successful with out proper human resource, implementation of tqm (Ahire & Dreyfus, 2000; Ho et al., 1999). is very difficult it’s the responsibility of human resource department that proper guidance training should be given to workers to make the tqm successful reward the employees according to their performances. Success of tqm is only possible where there will be a proper guidance from top management and coordination Ho et al. (2001 from them the task should be assign to them what goals they have to accomplish there should be a proper guidance and tqm will be only effective when the principles of tqm would be taught to employees. Furthermore, if employees have awareness regarding the principles of TQM, the data and reporting of quality control prepared by working staffs will be easy to uncover the reality and thus, can be used to correct quality flaws or mistakes immediately and effectively. The HR department, with senior management’s support, can take the TQM process company-wide by developing and delivering the long-term training and development necessary for the major organizational culture shift required by TQM. In this way when there would be a better management there would be a positive effect on producing quality data and reporting.
To explore the effect of supplier’s management on tqm
TQM authorities recommend that organizations work directly with raw material suppliers to ensure that their materials are of the highest quality possible. Therefore, the organization and its supplier are mutually dependent on each other the task of supply chain quality management is not only to establish the product (Flynn et al., 1995; Shin et al., 2000; Tan2001). Inspection system and comprehensive evaluation system of suppliers, but also to strengthen the mutual beneficial partner relationships with suppliers In fact, there is a new trend in the international practices of supply chain management. Namely, more and more .Large-scale Kaynak (2003) enterprises have pay attention to the management and development of suppliers, e.g. providing capital, Technology, human resource, equipment and training for suppliers, sending quality teams to help suppliers improve their Processes, and sharing the yields of continual improvement with suppliers TQM implementation, had directly positive effects on both design management and process management. When the quality raw material is provided to the organization so its also the responsibility for the organization to produced good according to that quality
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