Total Quality Management Case

Chapter 13

1. Total Quality Management (TQM) is a modern management concept that lays down certain principles, tools and techniques for maintaining high quality. A critical point is that TQM is not a stage or a stage. It is a methodology that should be taught inside of the association to expand the client and worker fulfillment all the while.

A few aspects that are inseparable with TQM are:

-Continual improvement

-Increased customer satisfaction

-Increased employee engagement

-Quality reviews

-Prevention over cure

-Teamwork

-Customer and employee’s involvement

The OD interventions that are required for TQM are based at changing and improving the organization. This change requires change in principles, strategy, operations, leadership etc. The OD procedure needed for TQM obliges every one of the segments of the organization to be exceedingly included. The change administration in the setting of TQM is exceptionally complex. This change must be profoundly caught up in the organization.

3. Self-managed work teams are a modern concept of making the team work and increase cooperation. This is done in order to ensure that the teams are self-reliant and can solve issues by them. This requires that teams are given adequate training and expertise.

The goal behind making teams self-managed is to make the teams highly autonomous. This ensures that the work related stress is minimized and the employees develop a feeling of autonomy. This has been related to escalated levels of productivity and higher employee engagement. The characteristics of such self-managed teams are:

-Commitment from organizations: These teams are to be supported by the organizations only. The organizations that have such teams are needed to intervene minimally. It is the obligation of organization to render preparing to the group, mastery and the assets to do their operations.

Equality: These teams have to maintain equality. Such work teams are required to have no aristocracy and minimal power distance. In these teams, the superintendents and the frontline executives are the same offices.

Self-reliance and targets: These groups set their own objectives and guarantee finish. The independence given to this group is high to the point that the organization is concerned with material results only. However in such teams, the organization has to ensure that the team goals are duly aligned with those of organization.

Diversity: Since the team is self-managed, it should have a variety of skills in the personnel. This is because the team is expected to be self-reliant and independent.

Openness: These teams have to ensure transparency between the team members. This is important for the team to perform with high efficiency.

Training: It is important to impart high quality training to the team members. This has to be ensured that the team has a high level of expertise in managing their issues.

Chapter 14

2. There are various components of a change program. Successful change management programs are characterized by the strong implementation of most of these components. Many such components can be characterized as follows: