Tqm Business At Its Best Essay Research — страница 3

  • Просмотров 211
  • Скачиваний 5
  • Размер файла 17

changes, however, can happen overnight. Before we can charter quality improvement teams and expect them to succeed with the kind of results mentioned earlier, organization members must believe that they can trust management. Beyond that, once teams are chartered, they need four things: training, facilitation, leadership, and support. Training is in four aspects: skills (being sure that the people know how to do their jobs right the first time and every time), the statistical tools (the touchstone of Total Quality Management), interpersonal dynamics (fundamentally, we are cultural individualists; we often do not know how to work effectively together), and the principles of Total Quality Management (Gitlow and Gitlow 21). Without effective training in each of these aspects, quality

improvement teams can be expected to fail. Facilitation is a skill that requires special training. It means, simply put, helping a group get where it is going. It does not mean telling the group where it should be going. That, arguably, is the leader’s job. A good facilitator only does two things: (1) helps the group through interpersonal bogs and impasses, and (2) offers help with the techniques and tools of Total Quality Management (Crosby 22). As members of an organization become more experienced in working in teams, facilitation becomes less important. In the beginning, it is often critical to success. Teams also need leadership – not management, leadership. A good team leader pulls the team along in the direction it already wants to go. Where the facilitator must be

neutral, the leader is passionately involved in the outcome. The leader is able to hold up a beacon pointing the direction, lighting the route, saying repeatedly to the team members, “Just look what we can accomplish if we work together!” Team leadership is also a skill, but if the leader is passionately committed to the team’s goal, the requisite skill will generally emerge. Finally, teams need the visible support of top management. Thus, in the most successful Total Quality Management organizations, the Quality Council meets regularly with the teams to see how they are coming, to show their interest, and to learn from the teams. The face-to-face meeting absolves the team of requirements to write up reports and truly empowers the teams by a demonstration that top

management will take the time to listen and to encourage. Throughout, we can see the kind of differences in productivity that can be made within organizations that adopt a Total Quality Management approach toward its business aspirations. With its focus on customers, teams, leadership, and the right tools, an organization that puts forth enough effort can transform itself into a customer service, and thus, a profit powerhouse. Now, while this feat may take a few years to fully accomplish considering its scope, finally achieving a universal TQM mentality among all members virtually guarantees success within any organization, reminding us once again that You manage things, and you lead people. 339