|
| |
TOTAL QUALITY MANAGEMENT (TQM).
Term Paper ID:29722
|
|
|
Essay Subject:
TQM programs in different types of businesses.... More...
|
20 Pages / 4500 Words
24 sources, 24 Citations,
APA Format
$80.00
Return to List of Papers
|
Paper Abstract:
TQM programs in different types of businesses. Overview of growth and goals of TQM. Key to the success of TQM implementation. Three methods of implementation (greenfield, retrofit, incremental). Discusses the interrelationships between TQM and HRM (Human Resource Management). Recruitment and selection system. TQM in the Caribbean and role of corporate culture.
Paper Introduction:
Abstract
Total quality management (TQM) seeks to eliminate defects and improve efficiency within organizations, and involves coordination among departments, divisions, suppliers, distributors and all other groups associated with a company's operation. Key to the success of TQM implementation are the individuals associated with an organization, and the human resource function is critical to recruiting and hiring the right employees. At the same time, companies can implement TQM using one of three methods (greenfield, retrofit or incremental), and must determine which type of implementation is appropriate for the specific situation. Within the Caribbean region, it is critical that foreign employers consider the greenfield approach to TQM, and couple that approach with extensive management and employee training in order t
Text of the Paper:
The entire text of the paper is shown below. However, the text is somewhat scrambled. We want to give you as much information as we possibly can about our papers and essays, but we cannot give them away for free. In the text below you will find that while disordered, many of the phrases are essentially intact. From this text you will be able to get a solid sense of the writing style, the concepts addressed, and the sources used in the research paper.
Since the region is composed of island nations and territories, it isnot surprising that it is dependent on outside aid, nor is it surprising(given the location) that the region has focused on developing itsattractiveness as a tourist destination. An Overview of HRM Human resource management is a critical function within anorganization, and one that is concerned with five main areas: staffing,development, employment relations, compensation and evaluation (Scribante &Flagg, 1993). It is also important to recognize that while the work ethic ofCaribbean Islanders is different, generally speaking, from the UnitedStates or Europe, TQM can be implemented successfully. Inthis way, they are likely to feel that their talents are important andvalued by their employer, with the result that they have a better chance tobe placed in positions that use these talents. Quality: The imperative. People rarely let go of theirvalues and beliefs easily or willingly; despite this, there can be changeif individuals are willing to take care in implementing those changes andare willing to put in the time necessary to make those changes happen. Wherethe HR manager and specialists may once have been responsible for writingjob descriptions without input from individual employees, TQM requires thatemployees be involved in designing their jobs and in having input as totheir descriptions. Thus in a startup situation, theorganization goes from no beliefs to new beliefs, and from no rules to newrules. (1994, July). As a result, the entire organization is brought into the TQMprocess, from procurement through manufacturing and including such diverseactivities as accounting, distribution, marketing and administration(Clinton, Williamson, & Bethke, 1994). Changes are made to TQM procedures inorder to fit the organization, and other changes are made to theorganization in order to take the maximum benefit of the TQM system. The region enjoys moderateweather year-round, and the cruise ship industry has capitalized (somemight say exploited) the region's attractiveness by making the seven-daycruise of the region a staple of its offering. The human resource function is also concerned with determining howmany people are needed in order to form a recruiting process for aposition. Since a number of companies have implemented TQM, the retrofitsituation is becoming less and less prevalent, which means that the HRfunction will be focused primarily on the startup and the incrementalapproaches. E. (2 1, September). In this situation, the system may never befully implemented, and a bureaucracy may arise to support theimplementation rather than the overall quality aspect of the company. Regardless of whether a company has a formal TQM process in place,organizations need to have structured processes for setting up andmonitoring the criteria by which employees are judged. This isthe approach used at American Express as it sought to implement its TQMprogram ("American Express," 1996). A. Startup approaches are those which are usedwith new companies, or with those companies (or departments) which arewilling to completely abandon their current system and begin from scratch.The retrofit approach is the approach that most in the field are familiarwith, and it is the process of fitting TQM procedures to an existingorganization. 33-35.Hasan, J. Companies that have implemented Total QualityManagement (TQM) programs are more likely to have a performance appraisalprogram that recognizes that individuals are part of an intricate andinterwoven system that combines many individuals and processes to producethe end result. (1996, September). Training maythus need to include rudimentary workplace skills as well as training inTQM implementation (Klak, 1995). 56-57.Reger, R. 18-29.O'Brien, M. 53-64.Jocou, P., & Nuelle, F. Culture is very difficult to change. In an ideal startup situation, workers receivetraining as to their responsibilities at the same time that the system isbeing designed. S. J., & Flagg, G. (1994, Summer). Each employee possesses uniqueabilities, needs and motivation. Chief Executive, pp. Those companieswhich are designing new facilities or upgrading existing facilities shouldalso take this approach because they have the downtime already built intothe project and using that time to train workers and managers on TQM is anideal way to invest in future productivity and quality. 297-317).Korukonda, A. The nature of employees and work groups is another element with whichthe human resource department is involved. The standard of living is lowrelative to the United States and Europe, and there can be great disparitybetween the wealthiest Caribbean residents and the poorest. QIP. Another concern of the human resource department is to developeffective employees and greater employee satisfaction. To the degree that theindividual is able to shape the environment around him through the TQMprocess (quality circles, for example), the TQM program builds in certainadvantages toward reach effective performance appraisals that othercompanies do not have (Bowman, 1994). The lessons they learned in these othersituations can help them implement greenfield TQM in the Caribbean and gainthe maximum benefit from their experience. TQM thus requires that the HR department take an active role inimplementing TQM processes and procedures, and the changes that occurthroughout the organization include changes to the HR department. (1994, November-December). There can also be a high loss of productivity as employeesadapt to the new procedures, with the result that weak businesses may bepushed beyond the brink through a wholesale introduction of TQM. (1996, September). Another advantage ofthis approach is that there is not a serious loss of downtime since thesystem is implemented over time rather than at a single stroke. 23-26.McAbe, D., & Wilkison, A. Under these circumstances, culture can become aliability, and the more deeply rooted the culture is, the more significanta liability it becomes. As businesses expand their operations intodifferent parts of the world, the external national culture plays a role inthe implementation of TQM as well, just as external culture influencescorporate culture. The characteristics of an organization'semployees determine, in part, if work teams or individualized jobs areappropriate, if decisions are centralized at corporate headquarters, or ifthey are delegated to work units and work teams, as is typically the casewith TQM environments. 4-8.Sky, A. Industrial Management, pp. Resistance to change can be reduced whenemployees understand how the changes will increase the effectiveness of theorganization and ultimately lead to greater job security and satisfaction.However, resistance to change should not be underestimated, particularlywhen the change occurs in a region such as the Caribbean where workers mayhave a more casual relationship with their work and employers thanelsewhere. These characteristics arecommonly found in organizations that have a TQM program in place, and wheresupervisors and employees have been trained in TQM practices. (1994, October). 17-2 .Williams, R. AbstractTotal quality management (TQM) seeks to eliminate defects and improveefficiency within organizations, and involves coordination amongdepartments, divisions, suppliers, distributors and all other groupsassociated with a company's operation. Personnel Journal, 4 -45.Clinton, R. Three Types of Implementation TQM implementation approaches can be classified in three ways:startup (also called greenfield), incremental, and retrofit (Glorioso,1994). Impact on Recruitment and Selection In the startup approach, the recruitment and selection system is oneof the most important of all components, and it is typically highlyparticipative. Academy of Management Review, pp. Top Quality Management Introduction Recent years have seen an increase in the emphasis of total qualitymanagement (TQM) programs in many different types of businesses asorganizations seek to increase their productivity, their efficiency, andtheir profit during period of downsizing. This can be a radical departure for some HRprofessionals, who may be reluctant to include employees in this formerlyHR-directed function. 86- 87.Quality is key. Modern Materials Handling, pp. Integrating TQM into the corporate culture iscritical to the success of any TQM project, regardless of the organizationin which it is implemented. Under the incremental approach, a completeredesign of the way the company does business is undertaken, but actualchanges are implemented on an incremental basis. Thetraining budget will thus need to be significant for the success of theimplementation in order to ensure that all employees adapt to the new workenvironment. The recruiting and selection system is necessaryfor long-term cultural change (Tippett & Waits, 1994). But even in today's highly connected internationalmarket, those in the Caribbean are careful to separate work and leisuremore than their American or European counterparts. Industrial Management, pp. The chief advantage to this approach is that it enables acompany to put in an entire, all-encompassing TQM system without investingin a large capital expenditure at a single stroke. Because of theteam atmosphere, employees in TQM companies are constantly receivingassistance and feedback from their co-workers, and learning how to improvetheir performance. This option causes the greatest amount ofdisruption to the organization, and has the least successful track record.When there incremental implementation is not an option, however, thisapproach can be used if carefully applied and if participants are aware ofthe pitfalls before the project is begun. In a startup situation, the culture initially comes from the designersof the new plant or facility. This places a greater emphasis on the HRM function during theselection process than in organizations where technical skills aresufficient qualifications. 46-47.Howes, P., & Foley, P. TQM and labor-management cooperation. B. Human Resource Planning, pp. The resistance to change that comes with thewidespread changes brought about by TQM can be significant enough toseverely hamper the project, with the result that any future attempt atapplying TQM principles will be viewed with even greater suspicion byemployees. In the process, then, it goes from no culture to a new culturewhich provides a context and framework in which the other systems areintegrated with each other (Weihrich, 1994). (1998, March). The region is largely agricultural, and tends to behighly dependent on foreign assistance. Impact on Corporate Culture Both incremental and retrofit change projects begin from a similarplace: an already existing corporate culture. The purpose of this vision is to legitimize the organization tothe various stakeholders, particularly the employees ("Quality," 1998). Without this commitment, theorganization cannot put the necessary resources into the TQM program, andthe program will be destined for failure. J. Typically, such compensation packages include sometype of profit-sharing or gainsharing program (Higginson & Waxler, 1994). Industrial Management, pp. Industrial Relations Journal, pp. Indeed, to arriveexactly at the time of the appointment is considered rude (O'Brien, 2 1). J., Williamson, S., & Bethke, A. Toleranceof defects becomes very low since each step in the manufacturing or serviceprocess is dependent on the step before with little or no room for delay orerror. The rise and the fall of TQM. This is the approach thatwas used at Mack Trucks where TQM brought considerable benefit throughincreased productivity and decreased costs over the period when the TQMprogram was implemented at the organization (Jocou & Nuelle, 1996). Completeness. The type of implementation that is optimal for any particularorganization depends on the factors facing that organization. The incremental approach brings together the startup andretrofit approaches. The incremental approach combines the retrofit and the startupapproach. TQM and Worker Performance Traditional organizations lacking formal TQM processes use theperformance appraisal to keep workers informed on how they are performingagainst company expectations, and to provide a methodology for disciplineas well as for pay raises. 49-51.Tippett, D. Management Decision, pp. Without bringing about cultural change withinthe organization, TQM cannot be successful. In a TQMenvironment, entire work groups can be evaluated on their performance, withthe underlying assumption being that if the work group is meeting itsobjectives, then the individuals within that group are meeting theirs. Tie individual pay to team success. TQManager. 1 -16.Crosby, P. The Caribbeanregion does not have a large manufacturing base, and the work ethic isclosely associated with the Caribbean environment. (1994, Spring). Disadvantages Disadvantages of the startup approach include the downtime associatedwith applying a TQM system to an existing facility or company, and thelarge amount of capital expenditures required of a new organization. It is therefore critical that companies and managershave an understanding of the culture of the country in which they arerecruiting and hiring in order to ensure that TQM programs can beeffectively implemented. A Framework for studying Caribbean industrial policy. TQM and the team solution. K., Gustafson, L. A. These startup approaches to TQM are rarely found becausefew companies can afford to completely stop production and take the timenecessary to design a program from the grassroots level; however, newcompanies are beginning to build TQM into their organization, whichrepresents a type of startup approach. Similarly, the selection criteria for a particular position arebased on the types of people being sought. The Public Manager, pp. Startup approaches are those that are used with new companies, orwith those companies (or departments) that are willing to completelyabandon their current system and begin from scratch. Quality training shifts company into high gear. 12-15.Weihrich, H. Special equipment and modifications to plant layout areaccomplished at the same time, and the human resources department evaluatesand designs a compensation structure that recognizes the newresponsibilities of each department and their contribution to the successof the entire company. These performance appraisal systems take into account notonly the individual's own characteristics and behavior, but also theenvironment in which the individual works. Because retrofits havean existing workforce, the training system is more effective for initial,short-term improvements. New York: Amacom. Economic Geography, 71, pp. B. Since TQM focuses on building quality and is based on employeeinvolvement, companies which implement a TQM program need employees who arenot only technically competent, but who are also able to work well withothers, and who can communicate their needs to their superiors and their co-workers. Nonetheless, the incremental solution should be carefullyconsidered by companies as having the best potential outlook for asuccessful implementation within an existing organization. Disadvantages of the retrofit approach begin with the high level ofresistance to change, and the long-term effect of a single strokeimplementation of TQM. TheBahamas, for example, has a large banking industry as well as touristindustry while St. While there aresituations when behavioral change is sufficient in the short-term, it isdifficult and expensive to maintain in the long-term. It requires thatvarious departments be seen as "internal" customers as well as consideringthe needs and requirements of external customers (the company's traditionalcustomers). Manage, pp. Project management and TQM. 29-36.Loney, T. Conclusion TQM offers companies a way to improve quality as well as productivity,but care must be taken as to the way in which a TQM program is implemented. When implementing TQM in an existing business, the company needs toimplement a company-wide training program that would include all employees,regardless of their rank or job function (Williams, 1994). Insome cases, cultural change can take from six to 15 years, or may neverentirely take at all (Korukonda, et al, 1999). It is this aspect of TQM that is criticalto the success of the program. This approach provides a wayfor an organization to take advantage of the benefits of TQM without thedowntime requisite to put a complete startup approach in place. ReferencesAmerican Express. The industry also usescruises both longer and shorter than seven days, and employs individualsfrom throughout the area onboard ship as well as in port (O'Brien, 2 1).The result is that the entire region has a large dependence on the leisureindustry, and while industry generally recognizes workers as beinghardworking and conscientious, it is also recognized that the region tendsto have a more casual relationship between employers and employees thanemployers might be used to in other parts of the world. The Caribbean is a location that thriveson personal relationships, perhaps because it remains much more sparselypopulated than other business centers, and because it is not a businesscenter in the same way that large metropolitan areas throughout the worldhave become. Is There an Optimum Implementation Type? When culture is mentioned,the emphasis is typically on behavioral changes. By improving the overall qualityof their product and the methods that are used to produce those products(or services), companies are realizing significant economic benefit.However, implementing a TQM program has a significant effect on the cultureof the organization as a whole since it can drastically change the way thatthe company does business. Security Management, pp. 565-584.Schmidt, W. The Caribbean region offers an attractive opportunity for implementingTQM since many companies have only recently relocated or expandedoperations there, and since multinational companies have gained experiencein TQM in other countries. These systems arecharacterized by completely new ways of doing all tasks, including not onlythose tasks directly related to the product or manufacturing operation athand, but also to the way the company is organized, how employees arecompensated for their efforts, and other factors related to the overallcompany culture. Time, for example, isnot viewed the same way in the Caribbean as it is in traditional Westerncountries, and it is not unusual for Caribbean residents to arrive 3 minutes to an hour later than a scheduled appointment. At the same time, managers and owners may use informal gatherings,such as dinners, to further business relationships, although thesegatherings may not involve the actual discussion of business topics untilwell into the event, if at all. Communication, commitment and corporate culture. In incremental changeprojects, culture is rarely taken into account. Technical expertise is important, but more important is theability to work in a team environment. There isalso less resistance to change than with the retrofit approach since thesystem is, in effect, "phased in" rather than implemented at one time. It is a central focus, particularly in the early stages,because an entire workforce must be recruited and selected to run the newfacility. Since TQM represents a majorshift in the way that most companies do business, it is not an inexpensiveprocess, nor is it a short-term program. Successful human resource activities must be designed and managed withthe uniqueness of the individuals and work groups in mind. This is because thevalues and beliefs remain the same, and managers must spend significantamounts of time and energy on monitoring and controlling behavior (Loney,1994). 56-59.Higginson, T., & Waxler, R. Latin Finance, p. At the same time, however,companies must be aware of the characteristics of Caribbean workers, andwilling to adapt their TQM programs, or change the TQM programs entirely,in order to have a successful implementation ("Quality," 1998). Public Administration Review, pp. The retrofit approach takes a current organization and imposes a TQMsystem on top of that organization. Thechief advantage of this approach is that it does not require that a plantor a company shut down during the time that the system is implemented.Instead, the changes are made while the company or plant is operating, withtraining provided on an as-needed basis and equipment brought in only whennecessary. 129-136.Caudron, S. 54-57.Klak, T. P. Continual feedback is another way in which companies that haveTQM are likely to favor their employees as opposed to the occasionalfeedback that employees in other organizations receive. In incremental environments, the recruitment and selection systemchanges little. Each employeereceives training in TQM, and learns how to apply its principles toaccomplishing the tasks at hand. (1993, October). (1999, Winter). H. M., & Mullane, J. Not only do managers need to understandthe principles behind TQM, but they also need to rethink their relationshipwith employees. In addition, human resource professionals determineand implement training programs for the organization as a whole as well asspecific areas within the organization, and as such are critical factors tothe success of new and far-reaching programs such as TQM. An Overview of TQM As its name suggests, Total Quality Management is an attempt tomaximize quality within and throughout an organization. TQMcompanies are more likely than non-TQM companies to have formal and regularprocedures in place for performance appraisal, and the appraisal itself ismore likely to focus not on individual behavior, but on the overallcontribution that the employee makes to the organization (Glorioso, 1994). (1994, September-October). Key to the success of TQMimplementation are the individuals associated with an organization, and thehuman resource function is critical to recruiting and hiring the rightemployees. Business Forum, pp. Because procedures are simplyintegrated into current work environments, however, this approach can leadto a high level of resistance to change, and the failure rate can be greatif commensurate changes to the company culture are not also implemented atthe same time. With the incremental approach, a complete redesign ofthe way the company does business is undertaken, but actual changes areimplemented on an incremental basis. The only change that typically occurs is that candidatesfor job openings are viewed as more attractive if they have had qualityimprovement process experience in a different environment, but theirtechnical expertise continues to be a significant factor. (1994, October). Employees are encouraged to become moreactive in their job design, so that they are able to make recommendationson how to improve the ways in which they perform their jobs. Its direct relationship to theemployment process is determining what types of resources are needed, howmany of those resources are needed and the best way to find those resourcesfor the organization. Because of this, the training of staff membersshould begin with the HR department since they will be intimately involvedin making the TQM program work (Hitchcock, 1993). When implementing TQM in the Caribbean, companies need to hireindividuals who are able to work in a team environment, and who work wellwithout detailed instructions from a supervisor. Beyond teams and empowerment. Human resource management in a new era. In this approach, workersare educated as to what to expect and how to interact with the TQM systemfrom the initial phases of the project, with the result that workers andmanagers alike present little resistance to change when the system isactually implemented. In most cases, the incremental approach leads to better long-termconsequences, but it has problems, such as a long lead time, that mayrender it impractical for large organizations who are under pressure fromcustomers or suppliers to implement TQM as part of contractual or otherrequirements. Thisis the case in the Caribbean where TQM is not widely implemented. Retrofitting a TQM system to an organization carries with it a highlevel of organizational change, and requires that changes be made swiftlyto the organizational culture. SAM Advanced Management Journal, pp. V. It is important to note that although the Caribbean is often referredto as a single region with homogeneous peoples and economies, it isactually a collection of small independent countries (such as the DominicanRepublic) as well as territories (such as Puerto Rico) with somewhatdifferent individual characteristics depending on the specific locale. Beyond buzzwords. SAM Advanced Management Journal, pp. Those interested in conducting business in the region, regardless ofwhether they are implementing a TQM system, may be under the impressionthat the local residents are lazy or uninterested in doing a good job.This is not the case. Strategic humanresource planning also makes certain that all human resource decisions arelinked with the manufacturing, marketing, financial and otherorganizational decisions (Caudron, 1994). Companies which are trying to implement TQM into existing situationsmust determine whether the incremental or retrofit approach is best forthem. Such evaluations are far more rare in companies thathave structured performance evaluations once a year or on another regularschedule. (1992, Winter). At last, an alternative to performance appraisal. Essentials of Total Quality Management. Thisresearch considers TQM and HRM, their interrelationship, the impact thatone has on the other within an organization, three different approaches toimplementation, and considerations unique to the Caribbean that should betaken into account by companies seeking to implement TQM. Theincremental approach also has the problem of becoming more important thanthe overall system, with the result that the TQM project often becomes moreimportant than TQM procedures. The orientation program,training program and evaluation programs all stem from the human resourceplanning activity, and this planning needs to be integrated with the TQMprocess. If employee involvement groups (sometimescalled quality circles) are established but not responded to, the companywill not only not accomplish its quality goals, but it will do damage tothe morale of the organization as a whole. Peer-to-peer evaluation is also more likely to take place in companiesthat have TQM processes since the team environment is critical to thecompany's success. This employee involvement also requires that managers receive trainingin TQM, as well (Schmidt, 1993). These require specific skills in establishing a corporateculture which is conducive to using TQM, and which eliminates theresistance to change which occurs in the other types of TQM environments.Because TQM is likely to gain popularity in coming years rather than loseit, and because downsizing and other cost reduction techniques require thatcompanies obtain maximum productivity from their employees, TQM and HR arelikely to become more intermingled in the future than they have been in thepast. The appropriateselection of organization leaders can determine the long-term success ofthe retrofit. Effective TQM programs will havea long-term effect on the way that the organization does business. Since most organizations are ongoing concerns, this istypically the approach that has been used in the past since it has theleast amount of expense associated with it. Implementing total quality management: The role of human resource management. Ina retrofit situation, the vision must be closely tied to the operationalgoals of the organization. T., Demarie, S. TQM in the Caribbean As already noted, corporate culture plays a significant role in theimplementation of TQM programs. 4-6.Hitchcock, N. Managing the stages of human resource development. New York: Jossey-Bass.Scribante, A. Islands of plenty. R., et al. ID: The Voice of Foodservice Distribution, pp. Instead of imposing their will and ideas on employees,managers need to listen to the suggestions of their employees on how andwhere improvements can be made. Strategic human resource management. (1993, September). Advantages The startup approach has the advantage of providing the greatestintegration of all components of a TQM system. In a retrofit environment, the recruitment and selection systemsemphasizes hiring new managers whose leadership style and philosophy willfit the culture that the organization is trying to create. The incremental approach synthesizes the startup and retrofitapproaches (Sky, 1994). I. An incremental approach is the best solution for existingorganizations which are unable to simply begin their procedures fresh.When companies have the opportunity (due to retooling, for example) tobegin fresh, or when new companies are being formed, TQM can be built intothe design of the organization so that it becomes a part of the corporateculture from the outset. American Printer, pp. Subsequently, new employees have an effecton the further development of that culture. For successful change to occur in a retrofit organization, theestablished culture must be transformed, which can be a difficult and time-consuming operation. (1995, July). In this way,TQM combined with effective HR management may lead to greater employeesatisfaction and it may influence employee work behaviors, such as lowerabsenteeism, lower turnover and fewer accidents, each of which is criticalto a successful TQM program (Hasan, 1992). Human resource planning is thus concerned with the effectiveand efficient use of human resources within an organization, more satisfiedand more developed employees, and more effective equal employmentopportunity planning (Howes & Foley, 1993). While the incremental approach solves both of the disadvantages of theretrofit and the startup approach, it has strong disadvantages of its own.Companies which implement TQM as a way of forestalling disaster may findthat they do not have enough time to fully implement an incremental TQMsystem, with the result that the company cannot be saved before it runs outof capital and goes out of business (McAbe & Wilkison, 1998). Reframing the organization. Because of this the human resource management(HRM) function of the business is also greatly affected, and is usuallyintimately involved with the implementation of a TQM program. Culture is the result of boththe values, assumptions and beliefs of the founders as well as what theorganizational members learn from their experience in that organization.In this situation, the designers can help create a culture that willsupport a high performance work system. (1994, March/April). (1993). (1998, April). The retrofit approach is the approach that most in the field arefamiliar with, and it is the process of fitting TQM procedures to anexisting organization (Reger, et al, 1994). This is fundamental tothe success of work groups, who determine their own work rules and the bestway to perform a particular task. 41-42.Bowman, J. New York: Penguin Books.Glorioso, J. Strategic humanresource planning ensures that the human resource activities are consistentwith the nature of the organization, and ensures the match between thenature of the individuals and the nature of the work. (1992). Employees who workfor companies that use good human resource planning systems are likely toparticipate in planning their own careers and development experiences. TQM implementation approaches can be classified in three ways: startup,incremental, and retrofit. The Relationship Between TQM and HRM Any TQM program requires the commitment of the highest levels of theorganization at the outset (Crosby, 1992). L. D., & Waits, D. Part of the cultural change that startup and retrofit systems have incommon involves the clear stating and widespread communicating of a commonvision. In a TQM or JITenvironment, where the efficient operation of the system depends onpunctuality and attention to detail, this requires additional training anda good understanding by the employees of what is expected and thebreakdowns in the system that might occur if the expectations are not met. Thomas depends largely on tourism alone as its primaryeconomic driver. (1993, September). If the existing culture is incompatible with theintended changes (as is likely to be the case), it can put off even thebest planned efforts. (1994, July-August). As with the retrofit approach, incremental TQM is applied to anexisting organization; as with the startup approach, it requires that theentire organization be subject to the rigors of TQM, not just a single (orseveral areas). (1994). By the time theimplementation is complete, the organization may be completelyunrecognizable from its incarnation at the time it was begun, but theprocess itself takes places over a period of time sufficient enough toallow workers to adapt to the various changes. These changes involvemodifying behavior without making corresponding changes to the underlyingvalues, beliefs and assumptions that compose the culture. Training, critical to the success of TQMin any situation, is especially critical in a greenfield implementationwhere employees are not likely to have encountered TQM in the past. Startupcompanies should begin with a startup approach to TQM so that it is builtinto the company and its procedures from the beginning. By combining techniques such as just-in-time inventory (JIT)control, quality circles (QC) and other innovative management approaches,the goal is to maximize productivity and bring defects to zero. (1994, November 1). At the same time, companies can implement TQM using one ofthree methods (greenfield, retrofit or incremental), and must determinewhich type of implementation is appropriate for the specific situation.Within the Caribbean region, it is critical that foreign employers considerthe greenfield approach to TQM, and couple that approach with extensivemanagement and employee training in order to ensure that all individualsunderstand both the goals of TQM, and the ways in which the company hopesto attain the maximum benefits that TQM has to offer. In this situation, there is little emphasis on hiringworkers, because the workforce is already in place. However, thisoption can require significant amounts of capital and an investment inhuman resources planning that may exceed the scope of new organizations,despite the benefits and advantages that it might bring to theseorganizations.
If this paper is not what you are looking for, you can search again:
or
Click here to request an essay written just for you.
|
|
|
