Professional Documents
Culture Documents
1. What is Quality?
1.1 Why is Quality Important?
2. Introduction in TQM
4. Management Education
4.1 Introduction in Management Education
5. Conclusions
6. Bibliography
1. What is Quality?
In a linguistic sense, quality originates from the Latin word “quails” which
means “such as the thing really is”.”Quality is now a familiar word. However, there
are many interpretation and definitions. Many people say that they know what is
meant by quality, they typically claim “:I know it when I see it (by sensing/by instinct).
Quality in business, engineering and manufacturing has a pragmatic
interpretation as the non-inferiority or superiority of something. Quality is a
perceptual, conditional and somewhat subjective attribute and may be understood
differently by different people. Consumers may focus on the specification quality of a
product/service, or how it compares to competitors in the marketplace. Producers
might measure the conformance quality, or degree to which the product/service
was produced correctly.
There are two common quality-related functions within a business. One
is quality assurance which is the prevention of defects, such as by the deployment of
a quality management system and preventative activities like failure mode and
effects analysis (FMEA). The other is quality control which is the detection of defects,
most commonly associated with testing which takes place within a quality
management system typically referred to as verification and validation.
He states that quality is free because the small costs of prevention will be lower than
costs on detection correction and failure.
2. Introduction in TQM
In the introducing skill we are presenting the various aspects of TQM, from “soft”
approaches such as teamwork, employee development and human relations.
Developing a clear long term for TQM wich is integrated with other strategies
such as information tehnolofy, production/.oprations and human resources
and also with the resources and also with the business plans of the
organization
Deployment of the policies throught all stages of the organizational hierarchy
with objectives, targets, projects and resources
Building product and service quality into designs and processes
Developing prevention based activities
Putting quality assurance to be taken to the effective use of quality systems
procedures and tools and techniques, in the context of the overall strategy.
Developing the organization and infrastructure to support the improvement
activities
Pursuing standardization, systematization and simplification of work
instructions, procedures and systems
- Training done in a cascade mode (everyone is given the same basic training
within a set time- frame)
- The infusion mode (training provided as a gradual progress into functions
and departments on a need - to- know basis)
Involvement
This also includes seeking and listening carefully to the views of employees
and acting upon suggestions. Part of the approach to TQM is to ensure that
everyone has a clear understanding of what is required of them, how their processes
relate the business as a hole and how their internal customers are dependent upon
them. People have to got to be more encouraged to control, manage and improve
the process which are within their sphere of responsibility.
Teamwork
Is one of the key features of involvement and without difficulty will be found in
gaining the commitment and participation of people throughout the organization. It
also means of maximizing the output and value of individuals. People must see the
results of their activities and if that the improvements they have made really do
count. If TQM is to be successful it is essential that communication must be effective
and widespread.
There are some series key of indicators – internal and external- that are
providing encouragement. The external indicators are the most important as they
relate to customer perceptions of product and/ or service improvement. The
indicators should be developed from existing business measures, external,
competitive and functional generic and internal benchmarking.
From these measurements action plans must nr developed to meet objectives and
bridge gaps.
The knowledge must find the starting point of any action – that is motivation.
According to experts, this motivation is determined by the values, expectations,
beliefs gained through tradition, education or experience.
These perceptions influence the essential factors, namely selection, ordering and
interpreting reality.
What is visible to the manager's behavior, but what remains often difficult to
grasp, even for those in question, are the values, expectations, aspirations.
A manager able to know the hierarchy values and expectations that their work
can influence behavior in the desired way. The motivation of their employees - as
motivation to teams of them -should represent a major concern of every manager.
Most managers find that they are dealing with three subordinate categories of
employees:
- unmotivated people.
The effort - the first part of the motivation is linked to the work force in the
person's behavior or, in other words, the amount of effort that a person make
the processes work. This involves various activities in different jobs
Direction - the effort and perseverance in work mainly refers to the amount of
work done by one person. But equally important is the quality of that person. Thus,
the third feature is the direction of the motivation of individual behavior at work.
So, the motivation is to work smart, not only to work hard.
- the basic level is driven by our most basic needs: salary, working
conditions, relationships with co-workers, job security, policies, and
supervision. These are necessary for us to be satisfied with our work
- at a higher level, a level which the experts say is critical for sustained
performance, is driven by such factors as: achievement, recognition, the
work itself, responsibility, growth. It is said that “the basic needs make us
The factors of motivating - which could increase the subjective value of work are:
Primary needs,such as those for food, sleep, and water—needs that deal with
the physical aspects of behavior and are considered unlearned. These needs are
biological in nature and relatively stable. Their influences on behavior are usually
obvious and hence easy to identify.
Secondary needs, on the other hand, are psychological, which means that
they are learned primarily through experience. These needs vary significantly by
culture and by individual. Secondary needs are responsible for most of the behavior
that a supervisor is concerned with and for the rewards a person seeks in an
organization.
Table 1 - illustrates these five levels and provides suggestions for satisfying each
need.
Pleasant supervisor
Job security
Although research has not verified the strict deficit and progression principles of
Maslow's theory, his ideas can help managers understand and satisfy the needs of
employees.
In his two-factor theory, Herzberg identifies two sets of factors that impact
motivation in the workplace:
• Hygiene factors include salary, job security, working conditions,
organizational policies, and technical quality of supervision. Although these
factors do not motivate employees, they can cause dissatisfaction if they are
missing. Something as simple as adding music to the office place or
implementing a no-smoking policy can make people less dissatisfied with
these aspects of their work. However, these improvements in hygiene factors
do not necessarily increase satisfaction.
• Satisfiers or motivators include such things as responsibility,
achievement, growth opportunities, and feelings of recognition, and are the
key to job satisfaction and motivation.
For example, managers can find out what people really do in their jobs and make
improvements, thus increasing job satisfaction and performance.
McClelland associates each need with a distinct set of work preferences, and
managers can help tailor the environment to meet these needs.
High achievers differentiate themselves from others by their desires to do things
better. These individuals are strongly motivated by job situations with personal
responsibility, feedback, and an intermediate degree of risk. In addition, high
achievers often exhibit the following behaviors:
• Want rapid feedback on their performances so that they can tell easily
whether they are improving or not
People with the need for affiliation seek companionship, social approval, and
satisfying interpersonal relationships. People needing affiliation display the following
behaviors:
• May not make the best managers because their desire for social
approval and friendship may complicate managerial decision making
Interestingly enough, a high need to achieve does not necessarily lead to
being a good manager, especially in large organizations. On the other hand,
the best managers are high in their needs for power and low in their needs for
affiliation.
Expectancy Theory of motivation – Victor Vroom
5. Conclusions
As is inevitable for any idea that enjoys wide popularity in managerial and
scholarly circles, total quality management has come to mean different things to
different people. There is now such a diversity of things done under the name "total
quality" that it has become unclear whether TQM still has an identifiable conceptual
core, if it ever did. We begin with a close examination of what the movement's
founders had to say about what TQM was supposed to be, and then we assess how
TQM as currently practiced stacks up against the founders) values and prescriptions.
One of the most important things to learn in for human relations are:
• The answer rests on an understanding of what motivation is all about, for it is
motivated workers who ultimately get things done, and without such people no
organization can hope to what motivates an individual to act in a given way
• Motives: needs, drives, wants, or impulses within the regardless of how we
define motives; however, motive arouse and maintain activity as well as
determine the general direction of an individual's behavior.
- http://www.cliffsnotes.com/study_guide/Management-Philosophies-and-
Motivation.
- http://www.google.com/books
- http://www.teambuildinginc.com
- http://www.nwlink.com/