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Implementing T.Q.M. - A Values-Driven Approach

International Journal of Applied Quality Management (ISSN: 1742-2647) Volume 1 Issue 1

Professor Bob Haigh and Professor D. S. Morris

The role of values in both the public and private sectors is attracting increasing interest and detailed exploration. Similarly, TQM, as an approach to management practice and as a solution to many of the problems faced by organisations world-wide, is taking root in both manufacturing and service enterprises. This is occurring in all sectors of developed and developing economies.

This case study seeks to show that, in common with all of the schools of management thinking, TQM possesses its own distinctive philosophical base which can be elucidated through an examination of the critique which it presents of the status quo; the nature of the vehicle for change which it advocates; the prescription of a future desired state of management which is being sought; and the values which it expounds.

Finally, this study once again posits a generic model for the implementation of TQM which designates the role and importance of values in the phased introduction of this challenging and widespread approach to management.

INTRODUCTION:

All of the various schools of management from the Classical School, which encompasses the Scientific Management of Taylor and the Classical Organisational Theory of Fayol, through the Human Relations School of Mayo, to the Management Science or Quantitative School of writers such as Argyris, can be viewed as being based upon a set of assumptions which are then made manifest in the form of a series of policies from which, in turn, emerge a series of expectations. Values, frequently covert, may be said to play a role in determining the basic assumptions which are made, the policies which are advocated and in the expectations which are recommended. Total Quality Management conforms to such a pattern.

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