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Менеджмент организации


Английский язык

Страниц: 23
Автор: Юлия
549  руб.
Nowadays many companies try to apply basic principles of TQM in their activity. It’s difficult but worth doing.
Total Quality is a description of the culture, attitude and organization of a company that aims to provide, and continue to provide, its customers with products and services that satisfy their needs. The culture requires quality in all aspects of the company\'s operations, with things being done right first time, and defects and waste eradicated from operations.
Important aspects of TQM include customer-driven quality, top management leadership and commitment, continuous improvement, fast response, actions based on facts, employee participation, and a TQM culture.
TQM has a customer-first orientation. The customer, not internal activities and constraints, comes first. Customer satisfaction is seen as the company\'s highest priority. The company believes it will only be successful if customers are satisfied. The TQM company is sensitive to customer requirements and responds rapidly to them. In the TQM context, `being sensitive to customer requirements\' goes beyond defect and error reduction, and merely meeting specifications or reducing customer complaints.
TQM is a way of life for a company. It has to be introduced and led by top management. This is a key point. Attempts to implement TQM often fail because top management doesn\'t lead and get committed - instead it delegates and pays lip service. Commitment and personal involvement is required from top management in creating and deploying clear quality values and goals consistent with the objectives of the company, and in creating and deploying well defined systems, methods and performance measures for achieving those goals.
It\'s not easy to introduce TQM. An open, cooperative culture has to be created by management. Employees have to be made to feel that they are responsible for customer satisfaction. They are not going to feel this if they are excluded from the development of visions, strategies, and plans. It\'s important they participate in these activities. They are unlikely to behave in a responsible way if they see management behaving irresponsibly - saying one thing and doing the opposite.
A lot of specialists in Management discuss the problem of TQM in companies. The majority of them think that it’s worth applying the principles of TQM at practice.
Introduction 3

1. Total Quality Management history 5

2. The meaning of TQM 10

3. Managers’ Awareness Towards TQM 18

Conclusion 20

References 21

1. Ahire, S., & O\'Shaughnessy, K. (1998). The role of top management commitment in quality management: An empirical analysis of the auto parts industry. International Journal of Quality Science, 3(1), 5–37.
2. Atkinson, P. E. (1990). Creating cultural change: The key to successful TQM. London, UK: IFS Publications. Alexandros G. Psychogios and Constantinos-Vasilios Priporas
3. Besterfield, H. D., Besterfield-Michna, C., Besterfield, H. G., & Besterfield-Sacre, M. (1999). Total quality management (2nd ed.). London: Prentice Hall.
4. Bicheno, J. (1998). The quality 60: A guide for service and manufacturing, Buckingham, UK: PICSIE Books.
5. Bourantas, D., Anagnostelis, J., Mantes, Y., & Kefalas, A. (1990). Culture gap in Greek management. Organization Studies, 11(2), 261-283.
6. Braverman, H. (1974). Labour and monopoly in capital: The degradation of work in the twentieth century. London: Monthly Review Press.
7. Brennan, M. (1991). Mismanagement and quality circles: How middle managers influence direct participation. Employee Relations, 13(5), 22-32.
8. Brown, A. (1994). TQM: Implications for training. Training for Quality, 2(3), 4-10.
9. Cee for the Evaluation of Public Policy and Practice. (1992). Considering quality: An analytical guide to the literature on quality and standards in the public services. (ISBN 1 872166 22 9).London: Brunel University.
10. Christy, R., & Wood, M. (1999). Researching possibilities in marketing. Qualitative Market Research: An International Journal, 2(3), 189-196.
11. Cleary, B. (1996). Supporting empowerment with Deming\'s PDSA cycle empowerment. Organizations, 3(2), 34-39.
12. Collard, R. (1989). Total quality: Success through people. Wimbledon, UK: Institute of Personnel Management.
13. Conti, B., & Kleiner, B. (1997). How to increase teamwork in organizations. Training for Quality, 5(1), 26-29.
14. Deming, E. (1986). Out of the crisis. Cambridge, UK: Cambridge University Press.
15. Grant, M. R., Shani, R., & Krishnan, R. (1994, Winter). TQM\'s challenge to management theory and practice. Sloan Management Review, 25-35.
16. Hill, S. (1991). Why quality circles failed but total quality might succeed. British Journal of Industrial Relations, 29(4), 541-568.
17. Juran, J. (1988). The quality function. In J. M. Juran (Eds.), Juran\'s quality control handbook (pp. 1-13). New York: McGraw-Hill.
18. Marchington, M., Dale, B., & Wilkinson, A. (1993). Who is really taking the lead on quality. Personnel Management, 25(4), 30-33.
19. Morgan, C., & Murgatroyd, S. (1997). Total quality management in the public sector. Buckingham, UK: Open University Press.
20. Oakland, J. (1989). Total quality management. Oxford, UK: Heinemann.
21. Oakland, J. (1993). Total quality management: The route to improving performance. London: Butterworth Heinemann.
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