Re-engineering and TQM: Approaches to Organizational Change told as a "Tale of Three Villages"
- Topics:
- Total Quality Management
- Tags:
- Business Operations,
- Total Quality Management,
- Team Management,
- Team,
- Re-engineering,
- Quality Improvement,
- Quality,
- Organized Change,
- Management,
- It Operations,
- ...
- Source:
- Organized Change
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Overview: Many organizations implementing Total Quality Management (TQM), start with vague directives with little clarity on what to do. Other organizations become victims of their own success. Their initial quality improvement teams may be so successful they rapidly create more teams, without the qualitative organization-wide changes necessary to sustain a permanent effort. Some of these changes are obvious, in that companies must facilitate, recognize and encourage these teams. The structural approach to implementing TQM deals initially and directly with the systems barriers. One option is to emphasize defining the company's goals and objectives, selecting quality improvement projects tied to those goals, training only the members of the process improvement team with just enough training, just before they use it, and providing on-going support of each team's efforts. Disadvantages include the need to be open and honest with employees from the beginning dealing head-on with issues that many in management may have trouble changing: their own management style, their own pay, and their own power.
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Format: HTML | Date: Jan 2003 | Pages: 1
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