Year of Award
Master of Business Administration (MBA)
College of Business & Professional Studies
Master of Business Administration
TQM, organization, employees, training, customer, service, goals, processes
Total Quality Management (TQM) is being called the most significant shift in management philosophy and practice since the Industrial Revolution. TQM presents radical new challenges to traditional management. It demands a dramatic rethinking about how decisions are made, how work is evaluated, and how communication is conducted in the work place. Management has to decide which skills and abilities should be developed. This will ensure the success of TQM and will refocus the organization's resources and energies on serving the needs of its customers. This thesis will show the different theories of TQM based on the works of Deming, Juran, Feignebaum, and Crosby. Although there are differences among the theories of TQM, there are several basic principles. These principles are as follows:
Characterized by constant innovations and constant improvement
Involves customers as part of the process
Views employees as resources for production
Uses the tools and techniques for measurement
Recognition and Reward
Utilized intangible and measurable contributions of motivating employees
The implementation of TQM is a process that is ongoing. It takes total commitment from the top to the bottom of an organization. TQM can only effectively be implemented through a new style organization which emphasizes operations and functions rather than positions of power. In essence, TQM involves much hard work, requiring a long-term partnership between management and the workforce in building a new style organization.
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Menke, Gregory Jerome, "Total Quality Management: Philosophies and Techniques Used in the Implementation Process" (1995). Theses, Dissertations, and Capstone Projects. 172.
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