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DPM 4106 WK 8 Contemporary Approach To SM Total Quality Management

The document discusses Total Quality Management (TQM) as a strategic management approach for improving organizational success and customer satisfaction. TQM focuses on continuous quality improvement, employee involvement, customer focus, benchmarking, and continuous improvement. It emphasizes preventing errors by improving processes rather than just correcting errors. If implemented properly in the public sector, TQM could involve significant cultural changes like empowering employees and less political influence in day-to-day operations.

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68 views12 pages

DPM 4106 WK 8 Contemporary Approach To SM Total Quality Management

The document discusses Total Quality Management (TQM) as a strategic management approach for improving organizational success and customer satisfaction. TQM focuses on continuous quality improvement, employee involvement, customer focus, benchmarking, and continuous improvement. It emphasizes preventing errors by improving processes rather than just correcting errors. If implemented properly in the public sector, TQM could involve significant cultural changes like empowering employees and less political influence in day-to-day operations.

Uploaded by

Sean
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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UNIVERSITY OF GUYANA

BACHELORS IN PUBLIC MANAGEMENT


STRATEGIC PUBLIC SECTOR MANAGEMENT

DPM 4106

WEEK8
Contemporary approaches to
strategic public management (Total
Quality Management)

Ms Rhonexie Anderson, MBA; B Soc Sc; Dip


JAN, 2021
Importance of TQM
 Produce Quality in the first instance
 Improve work continuously
 Used as a strategic management approach for
improvement
 Encourage teamwork and respect
 More Focus on the customer.
TOTAL QUALITY MANAGEMENT
Organizational success as it relates to customer
satisfaction could be enhanced with the use of such
strategic management approach as total quality
management (TQM).
According to Wheelen et al (2000) TQM is an
operational philosophy committed to customer
satisfaction and continuous improvement . The
approach infuses quality values throughout every
activity within a company to deliver quality to
customers.

Total Quality Management


TQM is therefore committed to Quality/Excellence and to
be the best in all functions. Against this background TQM
has four objectives.

1. Better, less variable quality of the product or service,


but also less variable response.
2. Quicker, less variable response in processes to
customer needs/stakeholders.
3. Lower cost through quality improvement and
elimination of non-value adding work.
4. Greater flexibility in adjusting to customers shifting
requirements.
The success of achieving the foregoing objectives
hinges on four significant elements of quality
management. These are:

1. Employee involvement
2. Focus on the customer
3. Benchmarking and
4. Continuous improvement
EMPLOYEE INVOLVEMENT
 Employee involvement means that TQM requires
the full participation in quality control. Thus quality
circles or quality improvement teams are formed
to identify problems and to suggest how to
improve the processes that may be causing
problems.
FOCUS ON THE CUSTOMER
 An intensive focus on customer satisfaction
requires the attention of all employees. Every
person in the organisation must understand that
their jobs exist only because of customer needs.
Thus, all jobs must be approached in terms of how
it will affect customer satisfaction.
Customer satisfaction does not only relate to persons
outside of the organisation who utilize its services
or products, but also those inside the organisation
(its employees).
Therefore an employee must be just as concerned
with pleasing the internal customer as in pleasing
the external customer.
BENCHMARKING
Benchmarking refers to a process whereby an organisation,
find out how others do something better than they do and
then try to imitate or improve on it. Continuous improvement
of products and services requires the involvement of
everyone related to the provision on an ongoing basis.
This could mean that employees have to be trained on what to
measure, how to measure it and how to interpret the data
gathered from the measurement. According to Wheelem et
al (2000) one rule of TQM is “you only improve what you
measure”
CONTINUOUS IMPROVEMENT
 Linked to the success of the approach is the ingredient of
network relationship based on trust and teamwork.
Important is the idea of improvement, i.e. giving employees
wide latitude in how they go about achieving the
organisational goals.
 Empowerment allows employees to unleash the power and
creativity because they are given freedom, resources,
information and the opportunity to develop skills to make
decisions and perform effectively.
CONCLUSION
 Traditional public administration limits employees in this
regard; The new public management philosophy ensures
empowerment . The use of TQM within the public sector
would therefore involve a significant change in corporate
culture within the sector, a lesser degree of political
extrusion in the greater degree of political intrusion in day
to day activities strong leadership from top management,
employee training , employee empowerment from the
lowest level, and team work.
The fact of the matter is that TQM
emphasizes prevention not correction.
Whilst inspection for quality must still take
place, the focus should be on improving
the process to prevent errors and
deficiencies.

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