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The most important advantage of an organization is their consumers and human resources.
(BESTERFIELD, DALE H., Total Quality Management, 3rd ed. Upper Saddle River. NJ:
Prentice Hall, 2001.). The success of an organization depends upon its customers and employees.
The organization will increase its customers through satisfaction, the more they are satisfied the
more they buy. The main thing is that the more the customers are satisfied they will pay their
bills on time which will directly effect the cash flows of a company in a positive way. The
importance of customer satisfaction is not only due to the national competition but also due to
the world wide competition. Now the world is globally local and called as Glocal. So the
competition is increasing day by day, every corporation is fighting for single penny. Customer
satisfaction is one of the major issues and purpose of a quality management system. (Craig
Cochram, “Customer Satisfaction: The Elusive Quarry,” Quality Digest (November 2001): 45-
50.) the customer is always satisfied when you are giving extra from your competitor and
customer loyalty can be persistent only by maintaining a positive contrast when compared with
the competitor (Robert Gardner, “What Do Customers Value,” Quality Progress(November
2001): 41-48.)

WHAT IS QUALITY?

A characteristic property that defines the apparent individual nature of something or A set of
activities or processes that are designed to ensure that products, goods and/or services satisfy the
requirements of customers in a systematic and reliable fashion.

DEFINING QUALITY

Quality is basically a bulky idea that has a different meaning to the variety of public. When the
word quality is used we often start thinking for a best product which fulfills of expectations.
These expectations are always based on the future use and the price on which it is being sold. For
example quality is defined as the consumers ruling concerning an entity’s on the whole
superiority or worth. (Zeithaml 1987, cited in Rowley 1998, 325). Apparent quality is a shape of
feelings related to, but not the same as, satisfaction, and resulting from a judgment of potential
by means perception of performance. It differs from objective quality, which involves a purpose
portion or attribute of an object (Rowley 1998, 325). Reeves and Bednar (1994, 437) have
categorized definition of quality as follows.
QUALITY AS STRENGTH INTENDED FOR EXERCISE

Intended for exercise focuses on how well the product performs, how much have you expected
and how much the product has fulfill your expectations, this is all about quality. Let’s take an
example that a Suzuki Alto and Suzuki FX both meet up a strength intended for exercise
definition and further more if this definition becomes extra precise and considers that the
intended use is for luxurious journey carrying maximum passengers on a rough highway, and
then the Alto has a greater strength intended for exercise. You have noticed that the strength
intended for exercise is a vast criteria and fulfills the expectations of customers.

QUALITY AS WORTH INTENDED FOR VALUE

This is concerning characteristic of quality that meets the criteria of consumers, as the needs and
wants of the consumers are vast and fulfilling them is a tough job. For example if you apply for a
car on loan from a bank, you will definitely compare the rates of banks and when you realized
the rates, then definitely you will go for the less amount being paid. Then further more you will
feel that the amount you compensated is worth intended for value.

WHAT IS TQM?

Also referred to as TQM It is a philosophy that embraces all activities through which the needs
and expectations of the customer (both internal and external) and the community, and the
objectives of the organization, are satisfied in the most efficient and cost-effective way possible
by maximizing the potential of all employees in a continuous drive for improvement.

RELATION OF TOTAL QUALITY MANAGEMENT WITH CUSTOMER SATISFACTION

The quality does not be valid only to the product or the service, it also applies to the human
resource, the processes, the co-workers and the organizational environment associated with it.
For example the quality of a car is not only the structure it has, but the management is also its
quality which it is indulged in manufacturing it. The three TQM principles which are continuous
improvement, team work and customer focus; (Blackburn and Rosen, 1993; Bowen and Lawler,
1992; Wilkinson, Marchington, Goodman and Acker, 1992).
The point customer focus gives our question’s answer as customer satisfaction. These three
points have become an important part of an organizations culture (J. Organiz. Behav. 18: 363-
376 (1997)). Some measures are been used to examine relationship between implementation of
TQM and work- related outcomes (Dean and Bowen (1994)) ,this including job satisfaction,
communication and perceptions. The more the internal employees are satisfied the more they
will produce good quality, the more the internal communication is better then the more it will
affect the quality. By these activities they will produce better and best efforts for the external
customers and consumers which will proportionally gives the quality and satisfaction to the
externals (Stahl, 1995; Fisher, 1992) the adoption of TQM will give positive results in favorable
conditions.

TQM is an integrated management philosophy and set of practices that emphasizes, among other
things, continuous improvement, meeting customers' requirements, reducing rework, long- range
thinking, increased employee involvement and teamwork, process redesign, competitive
benchmarking, team-based problem-solving, constant measurement of results, and closer
relation- ships with suppliers (Ross, 1993).

ISO is another way of satisfying the customers. Many people are influenced by this logo and by
this name. People are so clear about the standards that the product having this ISO certificate is
completely fulfilling the standards. Certification plays a vital role in defining the fundamental
standards, requirements and guidelines for the improvement of the performance as well as
prevention techniques and requirements for the environment. These all comes under satisfying a
customer. It is obvious that a product is ISO certified then it has cleared all obligations, it has
cleared all tough standards that a customer is in need. Total quality management as a whole
provides the overall structure to cope with the emerging technologies, latest tools and techniques
and betters management methodologies. It is so obvious that people those are customers and
consumers are attracted towards the quality product, the quality comes by the best raw materials
an organization purchases and it comes with the best management a organization uses. The
internal employees should be allover motivated to work and to perform best for the sake of
organization and as well as the customers. The linkage of total quality management with
customer satisfaction is clear so far that best quality will enhance customer and it will drag him
to use more and purchase more .it is because of the quality in the product.
 REFERENCES.

Thomas C. Powell, 1995. Total Quality Management as Competitive Advantage: A Review and
Empirical Study. Strategic Management Journal [online]. 16 (1), [Accessed: 01/06/2010],
Available from World Wide Web: <http://www.jstor.org/stable/2486944>

Eugene W. Anderson, 1996. Customer Satisfaction and Price Tolerance: Marketing Letters
[online]. 7 (3), pp. 265-274, [Accessed: 01/06/2010 04:00], Available from World Wide Web:
<http://www.jstor.org/stable/40216412>

Patricia Keehley, 1993. Does TQM Spell "Time to Quit Merit”?. Fiscal Pressures and
Productive Solutions: Proceedings of the Fifth National Public Sector Productivity Conference
[online]. 4 (3), pp. 387-394 [Accessed: 01/06/2010 03:58], Available from World Wide Web:
<http://www.jstor.org/stable/3381016>

Soonhee Kim, 2002. Participative Management and Job Satisfaction: Lessons for Management
Leadership. Public Administration Review [online]. 62 (2), pp. 231-241 [Accessed: 01/06/2010
03:59], Available from World Wide Web: < http://www.jstor.org/stable/3109906>

Paula C. Morrow, 1997. The Measurement of TQM Principles and Work-Related Outcomes:
Journal of Organizational Behavior [online]. 18 (4), pp. 363-376 [Accessed: 01/06/2010 03:58],
Available from World Wide Web: < http://www.jstor.org/stable/3100182>

Kitazawa, S., and Sarkis, J, 2000. The Relationship Between ISO 14001 and Continuous Source
Reduction Programs. International Journal of Operations and Production Management [online].
20 (2), pp. 225–248 [Accessed: 01/06/2010 03:58], Available from World Wide Web:
<http://www.jstor.org/stable/3497643>

(BESTERFIELD, DALE H., Total Quality Management, 3rd ed. Upper Saddle River. NJ:
Prentice Hall, 2001.).

(Craig Cochram, “Customer Satisfaction: The Elusive Quarry,” Quality Digest (November
2001): 45-50.)

(Robert Gardner, “What Do Customers Value,” Quality Progress (November 2001): 41-48.)
Jarrett Rosenberg, “Five Myths About Customers Satisfaction,” Quality Progress (December
1996): 57-60