Nota 1

Importance of top management in TQM

Top Management Commitment

And Tqm Practice Management
Essay
Published: 23, March 2015

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Management role is said to be a very important role in success of tqm. Without proper
guide line from the top management the implementation of tqm will be difficult for the
successful of tqm corsby , 1979; Deming, 1982; Feigenbaum, 1983; Garvin, 1988; Juran
and Gryna, 1988. According to Pheng and Jasmine (2004), the degree of support that
management takes in the Management role has been given very importance in success
of tqm. Tqm cannot be fully implemented if there is a lack of coordination from top
management. So for the success of tqm is necessary that proper guide line is necessary
from top management other wise there would be complete failure.
Good quality leadership by top management has been highlighted and supported by
many researchers management as the basis for proper implementation of TQM in order
to achieve job satisfaction (Aderson et al. 1995). To achieve total quality it is important
that the top managers should guide there subordinates to achieve goals and as well
treat quality as an important matter. They should give quality a first priority to set
standards and allocate sufficient resources to continuous quality improvement and
reward employees according to their performances (Minjoon et al. 2006). Most
organizations have declared unsuccessful to follow practices of TQM because of the
negligence form top management in delegation some authorities and empower
employees (Minjoon et al. 2006).This is a very important factor because if the managers
are serious looking after employees and empowering the employees, the employees will
be responsible for the quality of their work and they are accountable for the work and
this how there would be improvement in the organization. Top management should give
delegate authority and empower their project managers to make decisions as they think
that are important (Pheng and Jasmine, 2004).Implementation of tqm can't be
successful until and unless there would be a proper supervision from top management.
Lawler (1994) further perceived TQM as a culture. Demeng 1988 He pointed out
effective of quality management depend on the effective of leadership because quality
effort can get actual effect only with the recognition and support of the leadership. In
supply chain circumstance, the core enterprise play as the leadership since it
establishes the development strategy and operation targets of supply chain affect the
actual efficiency and effectiveness of the quality effort of all the other members.
Minjoon(2006) Therefore, the core enterprise must act as leadership to consider
adequately the needs and expectation of the other members, Pearson el at 1995

establish a clear, realizable and coincident holistic target and then lead and inspire the
other members to strive jointly for the target. At the same time, the core enterprise
should foster more leaders of TQM in each layer of supply chain and make them take
their responsibility zealously

2.2 Relationship between top management

and other TQM imperatives
When the top management is serious in TQM implementation it will increase employee
empowerment, teamwork, and training and employees job satisfaction. From a study
carried out by Minjoon et al. (2006), on some come companies between the Mexican
and US borders implementing TQM, management leadership was seen as an important
aspect. It showed that, significant changes could be brought to an organization,
company or institutions, based on the nature of management commitment. Their work
resulted to five fundamental hypotheses that relate to the relationship between top
management commitments.
1. Top management commitment has a positive impact on the level of employee
empowerment
2. Top management commitment has a positive relationship on the level of
employee training
3. Top management commitment has a positive impact on teamwork
4. Top management commitment has a positive relationship on the impact
performance appraisal system
5. Top management commitment has a positive impact on employee
compensation

2.3.3 Top management role in project

realization
The degree of a successful TQM depends on the behavior of top management guidance
(Olorunniwo and Udo, 2002). Project rejections, acceptance, resistance and variation is
a function of management support, thus, their participation in all stages or levels, giving
authority to employees where necessary and managing resources is important, (Beck,
1983; Manley, 1975). (Olorunniwo and Udo, 2002) highlighted three main points of top
management support which are considered important in TQM practice and project
realization.
1. They should show great zeal by participating in team meetings, and able to spend
time with people and listen to feedback as well as willing to help resolve problem.
2. Providing necessary guidelines, including training and other important resources
3. Providing leadership by guiding to make plan and put in to action, and they should do
performance against the task is given they review the project programs and official
commissioning of project leaders and project team.

This is also important that committee from the top management is set up to look after the
projects that are assigned to employees they should give directions to employees and
review and monitor the projects that are assigned to them.

To identify The Effects of TQM on Business

Performance
The Effects of TQM on Business
Performance
The advantages of an effective TQM implementation can be studied with three different
perspectives. Firstly, from the operating angel, the reason that TQM has became a hot
topic in both industry and academia is that it can be applied to improve/enhance Global
competitiveness (Flynn et al., 1995; Samson and Terziovski, 1999). Proper practices of
tqm can help the firm to achieve internal benefits and good quality can also be achieved
and realizing better operating income (Corbett et al., 2005; Hendricks and Singhal,
1997). Secondly, from the financial performance perspective, careful design and
implementation of consistent and documented quality management systems can
contribute significantly to superior financial performance (Corbett et al., 2005). Further,
firm with an effective TQM implementation can significantly outperform on the stock price
performance (Hendricks and Singhal, 2001). Finally,from the knowledge management
(KM) viewpoint, the implementation of TQM can also increase and enhance
organizational knowledge, which in turn helps more understanding of how quality
management practices can affect firm performance (Linderman et al., 2004). Compared
with TQM and KM, there are many similarities between these two management
philosophies. If properly planned, they can complement one another effectively (Hsu &
Shen, 2005) Recent studies have examined the relationship between total quality
management and various levels of business performance (Das et al., 2000; Kaynak,
2003; Mohrman et al., 1995). Although many results of prior studies supported the
positive effects of TQM on organizational performance (Hendricks & Singhal, 1997;
Kaynak, 2003; Madu et al., 1995; Sun, 2000; Terziovski & Samson, 1999), there were
several Researches which found the implementation of TQM might lead to
ineffectiveness of firm performance (Choi & Eboch, 1998; Dale et al., 1998; Lemak et al.,
1997; Reed et al., 1996). Kaynak (2003) indicated the reasons that the results of these
aforementioned studies have different outcomes probably resulted from the nature of the
research designs such as using TQM practices or business performance as a single
construct. In this study, the authors examine the relationship between seven important
TQM constructs and various levels of firm performance and measure how each TQM
constructs affects other TQM constructs.
To identify the relation of customers focus on tqm

Customer focus
To make the tqm successful customer focus is very important because the firm exist to
serve the customers so the focus on customer is very important for the firm. Firms
should identify the needs of customers and according to their need and demands they
provide well and services. To make the tqm successful firm should give quality to

customers and how the good quality will be maintain when it will be according to
customers perceives values In order to meet the requirement of customers top
management should also clarify the exactions of its customers. (Juran, 1992). Oakland
(2005) mentioned that quality started with the understanding of customer needs and
ended when those needs were satisfied. In order to meet the requirement of Further,
organizational strategy should also be developed based on customers' needs. Samson
& Terziovski (1999) pointed out that customer focus is the underpinning principles for
firms to implement TQM programs. Since senior management may have the influence
and authority to dominate the entire TQM implementation, dedicated commitment from
top management about implementing TQM is certainly a necessity. Therefore, this study
proposes that customer focus is positively related to management leadership
TO identify the impact of human resource on tqm

Human resource
Human resource is very important in making tqm successful with out proper human
resource, implementation of tqm (Ahire & Dreyfus, 2000; Ho et al., 1999). is very difficult
it's the responsibility of human resource department that proper guidance training should
be given to workers to make the tqm successful reward the employees according to their
performances. Success of tqm is only possible where there will be a proper guidance
from top management and coordination Ho et al. (2001 from them the task should be
assign to them what goals they have to accomplish there should be a proper guidance
and tqm will be only effective when the principles of tqm would be taught to employees.
Furthermore, if employees have awareness regarding the principles of TQM, the data
and reporting of quality control prepared by working staffs will be easy to uncover the
reality and thus, can be used to correct quality flaws or mistakes immediately and
effectively. The HR department, with senior management's support, can take the TQM
process company-wide by developing and delivering the long-term training and
development necessary for the major organizational culture shift required by TQM. In
this way when there would be a better management there would be a positive effect on
producing quality data and reporting.
To explore the effect of supplier's management on tqm
Supplier's management
TQM authorities recommend that organizations work directly with raw material suppliers
to ensure that their materials are of the highest quality possible. Therefore, the
organization and its supplier are mutually dependent on each other the task of supply
chain quality management is not only to establish the product (Flynn et al., 1995; Shin et
al., 2000; Tan2001). Inspection system and comprehensive evaluation system of
suppliers, but also to strengthen the mutual beneficial partner relationships with
suppliers In fact, there is a new trend in the international practices of supply chain
management. Namely, more and more .Large-scale Kaynak (2003) enterprises have pay
attention to the management and development of suppliers, e.g. providing capital,
Technology, human resource, equipment and training for suppliers, sending quality
teams to help suppliers improve their Processes, and sharing the yields of continual
improvement with suppliers TQM implementation, had directly positive effects on both
design management and process management. When the quality raw material is
provided to the organization so its also the responsibility for the organization to produced
good according to that quality