Quality management is a structured approach to organizational management that seeks to improve the quality of products and services through continual refinements in response to continuous feedback (Gharakhani, 2013). Thus, it necessitates the consistent application of the appropriate human and technical processes, tools and techniques. A strategic quality strategy will be effective only through long-term commitment and dedicated application by executive management and all employees (Gharakhani, 2013). The purpose of this paper is to converse on implementing successful quality improvement practices within organizations to help achieve viable quality management. Further, this paper also highlights the conditions that must be in place such as …show more content…
To help with this process, top management should create an organizational atmosphere that centers on continuous improvement. According to Grosby (1979) “stresses top management commitment as the essential element for safeguarding quality management implementation”. Essentially, it is the responsibility of management to ensure that employees to implement change without hindrances and opposition. Therefore, employee involvement is a significant component with the quality management implementation …show more content…
If organizations want to successfully implement quality management change, communicating change should be structured and methodical (Bolarinwa, 2009). Organizational personnel are at the mercy of management to notify them of quality management changes. However, when there are deficient communication lines within management and employees, the rumor mill will start spreading rumors about change; thus it can create resistance to the change within the organization. All change efforts should involve employees on all levels to mitigate ambiguity and in cohesion. Organizational change, whether big or trivial, needs to be explicated and communicated, specifically changes that affect how employees perform their jobs. Moreover, communication has a dual function: Assimilating communication leads an organization towards order within an organization. Effective communication leads an organization towards proficiency and through it creatively to a new path of development (Anttila, 2001). The communication process gets its inputs when organizational management defines the needs and targets for
Lashinger et al highlights the need for communication within leadership as effective communication is essential to influence change and motivate others. Emphasising the need for communicating effectively towards all staff members, whilst undergoing change to ensure all staff feel supported and understand the process, allowing implementation to be more successful.
Quality improvement is concerned with continuously increasing the quality standards in order to increase the output of the organization by reducing cost and improving the delivery time.
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
Change usually comes with resistance in any workplace because change disrupts the employees’ sense of safety and control (Lewis, 2012). Kurt Lewin (1951) created a three step process for assisting employees with organizational Change (Lewis, 2012). The three stages are Unfreeze, Change and Refreeze. These are the steps to a smooth transition for change within organizations. Further, these steps are not possible without good communication from upper Management through line staff. Communication was consistently listed as an issue in surveys conducted by the department.
Change affects more than just a program or a process within an organization, change affects employees, collecting data on employee’s readiness and willingness to accept a change will help leaders know if the organization is socially ready for change (Cole, Harris, and Bernerth, 2006). A change might be positive for an organization but if the employees who will be affect by the change are lost in the process then it could create a greater issue than not making the change. Leadership needs to communicate and inspire the employees to be positive toward the change, seeking to enhance their job satisfaction not make changes that will increase their desire to leave. This data is best collected early in the change initiative allowing leadership to properly cast the vision while addressing concerns. This requires leadership to create platforms for employees to engage in the change initiative freely (Ford, 2006). Employee attitudes can be measured through these dialogues providing leadership with necessary measureable data (Hughes, 2007).
Maintenance and promotion of quality improvement initiatives are essential for the successful growth and development of the health care industry. Nurses are key to all quality improvement initiatives as they are in the frontlines and have the most contact with the healthcare consumers. Therefore, nursing professionals are good at putting in their valuable inputs for quality improvement efforts. On a daily basis nursing professionals strive to deliver safe, efficient, effective, patient-centered care in a timely manner. With the growth and development in the health care industry, there is an increased need to provide competent and high quality services. Nurses are equipped with distinctive proficiency required for delivery of patient care
Contained within the following paper is the evaluation of the author’s organization’s mission, vision goals, and objectives .The author will discuss the pre-determined questions as set forth by Jeffrey Trapp, a certified University of Phoenix instructor. This paper will discuss the differences that a rise between a company that has implemented TQM (Total Quality Management) with that of the authors own organization’s management style.
Change in an organization occurs when an organization identifies an area of where necessary change must be undertaken, examines it thoroughly and adapts to it. This may lead to gaps where employees may not adapt to a certain change and therefore it is important that an organization takes into considerati...
Critically compare the management concepts of ‘total quality management’ and re-engineering ,as they relate to a company of your choice .
Even though Total Quality Management (TQM) has been replaced by other quality methodologies in many cases, organizations that have taken the long arduous journey to properly implement TQM benefited from it immensely [1]. While TQM may be perceived by many employees as just another passing fad that will soon fall by the wayside, the environmental conditions that exist within the organization will determine if TQM can be successfully implemented and take root. What is Total Quality Management (TQM)? TQM is a system of continuous improvement of work processes to enhance the organization’s ability to deliver high-quality products or services in a cost-effective manner [2].
Hayes (2014), encourages change managers to keep an open line of communication with employees. Although these ones may not agree or support the upcoming change, they value the information being given to them at the onset and may eventually tolerate or accept the change. Therefore, it is important for change managers to not only communicate with employees, but provide relevant information, as the quality of the communication is of the utmost importance.
Also, facts and ideas retaining can erode organization base or the foundation, decision making and innovation and development processes (Eisenstat and Beer, 2000). (Appelbaum et al. 2000) justified that during organisational change employees face many reconciliation issues such as fear of job loss, unpredictability about the new team members or the new manager, loss of situational control, etc. If silence is more powerful, change is at risk since positive communication climate is needed in order to avoid cynicism and suspicion (Appelbaum et al., 2000).
Brenda Weeks, 1995 “Success of the organization come from the change of environmental, manager and employees are the main function for implement TQM, so organization should determine the level of resistance to change by better survey to detect the reason and identify ways to remove it. Organizations should take the time to diagnose and identify potential ways to remove hurdles to TQM. With this information they are in a better position to explore and remove some of these hurdles to their quality improvement process. They could also be in a position to outdistance their competitors using this information and their quality efforts. If the information has confirmed much of an organization’s intuition about the management and employees, it can still be useful to quantify the most critical gaps more clearly and identify them so an organization can restructure
...eep records manually. This is very ineffective due to not updating and using the manual documents appropriately. Therefore, the computer based Customer Feedback System should introduce to track the individual customer behavior.
Quality is a word which has been used for a very long time, lots of books have been written about it, and many of the world's scientists have defined it in many different ways. In this research paper, I will emphasise the Quality Management System, why is it important? What is it used for? What is the importance of having a Quality Management System? Many people think implementing QMS costs a lot and all the benefit is a piece of paper which says that your company is certified in having QMS.