TQM has become part of the organizational culture within the operational environment of the business organization. For instance within the administrative setup of the prison organization, a number of departments interact on a daily basis. As much as a manufacturing or a service organization produces and sells a product for profits, the prison is an organization that delivers a service to the community though the community might not pay directly for the service.
Theoretically the concept of TQM has three major principles such as satisfaction of the customer; satisfaction of the supplier; and continuous improvement. The first and major principle of TQM is to satisfy the customer who purchases the product or service. In fact customers always seek value for money when they buy a product or service (Stasiowski, & Burstein, 1993). Thus there are main sub categories under the first principle, i.e. users, company philosophy, internal customers and chain of customers. In the first instance user of the service can be different from the purchaser and therefore both the user and the customer must be satisfied. In the case of the prison management the service rendered to the society at large by efficiently managing the prison would be articulated in terms of the benefits that accrue to the society through such efficient management. For instance a continuous improvement in the quality of the service means that troubles and tribulations of all stakeholders including prisoners themselves would be reduced.
In the internal organizational context of a prison quality improvement of service would reduce stress on employees and the general administration would improve to reduce the burden on the management. Thus the second sub-principle is centered on repeat sales to customers under TQM. In the prison management context, TQM enables the management to reduce internal conflicts that arise from friction between the management and prisoners. This must be the philosophy of the prison organization.
Internal customers' satisfaction is the next sub principle under customer satisfaction is very important in the context of the prison management because managers onwards act as internal customers of services provided by employees. Minor offenders who are spending very short terms in the jail can be enrolled to provide their labor in respect of some services. For example gardeners and office peons are often those minor offenders who might be paid or not for their service (Pilgrim, & Smith, 2000). Customers of such service are primarily the departmental heads such as the meals department. The head of the meals department might co-opt the services of prisoners to clean and cut vegetables, fish and meat. Thus departmental heads might be satisfies with such labor if the latter is performed under efficient management conditions.
TQM refers to the chain of customers as a sub category under the main principle of customer satisfaction. In the context of the prison management it is possible to discuss about the existence of an element of customers who purchase prison produce such as handlooms, farm products and agricultural produce made by prisoners. However it depends on the nature of the prison and the prisoners. For example murder convicts and similar major offenders are less likely to be employed on
Total Quality Management can be defined as "a management philosophy that seeks to integrate all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer needs and organizational objectives" (www.isixsigma.com)…
It is explained that when a customer complaint appears managers often decide ‘to improve internal operations’ (Campanella 17). In this way, it is expected that quality of product/ service will be increased, so that customer is satisfied. However, this practice can lead to the following implication: operational costs are increased and ‘the potential for profit is decreased’ (Campanella 17).
373). According to Pfau (1989) TQM is an approach towards improving the quality of services and goods on a continuous basis which involves participation of individuals at every functional level of an organisation. This study deals with the TQM practices followed at Toyota and how they manage to improve the quality of their products along with all the associated business activities.
Moreover, enterprises were not way about the quality of service they delivered. However, the authors note that this has drastically changed as organizations have become increasingly adaptive in offering both tangible products and services that are globally competitive through TQM techniques.
Technical Development 10 3.3. Marketing the Product 12 Figure 1: Diagrammatic Representation of the Operational Process of Chevrolet 13 Section 4 – Literature review: TQM 14 4.1. Process/ Prevention 15 4.2. Training and Education 15 4.3. Empowerment/ Organisation 15 4.4.
In fact, many studies reveal that to many, organizations, goals are just one and the same as the performance of the organization itself. It therefore becomes more challenging to realize set goals, thus the need for some frameworks through which the realization of set goals; short term as well as the long term goals may be evaluated (Ordonez et al, 2009, p.1-5).
Total quality describes the culture, attitude and organizational structure of a company that strives to provide customers with products and services that fully satisfy their needs. This culture requires quality in all aspects of a company’s operations, harnessing processes that do it right the first time and eliminate all defects.
Wang (1996) refers to TQM as an important methodology to integrate lateral functions and implement best practices. Implementation of such a plan on a continuous basis allows the business process to remain fresh, innovative
Total quality administration might be outlined as an administration framework for a client centered association that includes all representatives in persistent change. It utilizes system, information, and compelling correspondences to incorporate the quality order into
The author states that an important aspect of TQM is Team building. It allows organizational employees to coordinate and communicate. In addition, it helps to educate and guide employees in providing a wide level of flexibility and agility for their business environment. It also facilitates organizations to function with effectiveness and efficiency.
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