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TQM and Conventional Management (TQM is a philosophy or Approach that…
TQM and Conventional Management
TQM is a philosophy or Approach that characterized by PPT:
Principles
Customer focus
CI
Teamwork
Practice
Activities to implement the principles, such as
Collecting customers info
Analyzing process
Techniques
step-by-step methods to supports the practice. i.e make it effective
Global Comparison between TQM and Conv. Mng.
Essence
TQM: from focus on SPC, use technical and behavioral methods to improve org. performance
Conv. Mng.: Multidisciplinary (Academic) field whose links to practice are controversial.
Audiences
TQM: Managers
Conv. Mng.: Researchers with expectaion that ideas relevant to practitioners will, through teaching or perhaps consulting, eventually find them
Diff in audience lead to difference in language used, also lead to the two more differences
Diff in literature
TQM is cross-functional, it is not unusual to find Marketing, Product design, operations and HRM in a single article
Conv. Mng.: Also in is a multidisciplinary, theories and articles tend to be discipline bounded.
Orientation
TQM: almost completely prescriptive. ex: Deming's 14 points are imperative.
Conv. Mng.: concerned with understanding, not just improving the org. hence, some theories are prescriptive, others are descriptive.
prescriptive theories
TQM: Context independent, therefore universal. with little attention to boundary conditions for TQ applicability, and how variation in orgs. settings might be reflected in TQ implementation
Tend to be contingent, i.e. sensitive to variation in Org. context
Development and diffusion
Intellectual Origins
Con: Social sciences: micro. economics, psychology, sociology
Statistics-> SPC
Sources of innovation
Con.: Leading Bus. Schools and consulting companies
Industrial engineers ans physicists working on industry in gov.
National Origins
Conv. US, then transferred internationally
International: developed in US, transferred to Japan, then diffused in extended in North America and Europe.
Dissemination Process
Conv.: From leading industrial corporations to smaller companies. within org. from top management to lower levels
TQM: Pupolist: smaller companies and middle managers played a prominent role
Topic-Specific Comparison
Leadership
TQ Leadership domain is covered extensively in Con. Mng Literature, and prescriptions are very same
Emphasis on activities of senior leadership, and Stress on communication and reinforcement of values and articulation and implementation of a vision are in both, TQ and TRANSFORMATIONAL leadership
focus on senior leadership, make TRANACTIONAL leadership theory irrelevant to TQ
Trans Leadership may encourage sort-term, individually based goal setting denounced in TQ
Trans Leadership focus on workgroup level, TQ on the more global level of org. or major subunits
TQ focus on senior leadership, this contrast Pfeffer's view that it is irrelevant to most org. outcomes
HRM
Coverd extensively and prescriptions are similar, but differs substantially on a few points
All of the content areas of TQ contains hr implications
HR planning and management
Overall Strategic HRM almost similar in both
Selection
limited attention on selection reflects TQ's overall emphasis on situation more than the person, as a determinant of employees effectiveness
TQ give less focus on selection, which has a prominent position in conv. mng.
limited attention on selection reflects TQ's overall emphasis on situation more than the person, as a determinant of employees effectiveness
"Person-situation" controversy: "person" advocates believe that selection identifies indv. diff., predict performance, is the key HRM practice. on the other hand, "situationists" stress traning, reward, and socialization practices as aspects of strong situation that can overwhelm the infulance of indv. diff.
TQ: "Person-Org." fit, focus on the selection of a person as a "whole" not just technical skills, but also personality traits and needs
Employee Involvement
TQ: simialr to "system 4" org. which emphasis on empowered workgroups and teams
Also similar to Theory Y: employees are motivated and capable of doing good work on their own
TQ practices of granting emp. more autonomy and skill variety on the job, match "The Job Characteristics Model", which better to predicts quality of work
Education & Traning
Similar, however TQ practitioners appear to implement tech, such as: traning evaluation and systematic need analysis, and comprehensive traning in a broad range of skills, which are slighted in conv. mng. practice
Performance and recognition
focus
TQ: systems facors
Con.: Individual diffs
Reward
TQ stress the importance of rewards and recog.
TQ do not say much about financial rewards, however TQ-oriented firms adopts reward-system innovations drawn from conv. mng.
Deming: advocated abandoning individual based incentive pay system.
Well-being and satisfaction
TQ gives more weight to importance of satisfaction on org. effectiveness that conv. mng. who focus on performance.
TQ assumes emp. satisfaction supports CI and Customer satisfaction. also assumes strong correlation between satisfaction and performance
Strategic Quality Planning
Diff1: How to set Stg.
TQ: Customer-driven quality and operational performance excellence are key strategic business issues, need to be integral part of overall business planning
TQ perspective of stg. deals with business unit stg, i.e how to compete for a set of customers, but generally silent on corporate strategy i.e. which customers to compete for.
Qlty directly influence firm's competitive position
TQ can govern much of executive stg planning, i.e. if org. do ci in quality, other stg considerations are of secondary interest. it is based on idea that, improving qlty drives improvements on other sources of competitive advantages such as cost.
Conv. Mng. see qlty, among others, is a potential source of comp. adv. . other like: speed, safety, convenience etc.
Diff2: importance of stg. implementation
TQ strongly emphasis on stg implementation (deployment) ex: stg. imp. is essential in Baldrige Award framework
ex2: Juran say: all parts of org. must be involved in implementing qlty plans
famous Japanese approach is: Hoshin-Kanri=policy deployment. in which top managers develop stg priorities for the firm. these priorities deployed throughout the org. and progressively more detailed plans for achieving them established at each level
On the other hand, con. mng. theorists emphasize on stg content over stg. process. and stg formulation process over stg implementation