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week 2

explanatory Essay
685 words
685 words
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Four basic elements of total quality management according to Frederick Taylor's scientific management are: employee involvement, benchmarking, customer focus, and continuous improvement (Allen, 2010). In employee involvement it means when all employee impose their ideas on how to improve the system. All employees have knowledge of job conditions and are therefore able to make useful contributions (Scherer, 2014). In customer focus they focus on product quality that management thinks are important, which the total quality management companies consult on these aspect with their customers who make the final judgment of the quality. In continuous improvement the total quality management are not fully content with how they are performing and are determined to do better (Allen, 2010). They make great improvements in all areas of the organization, which are suggested by the employees. The minor changes are easier to implement since it is easier for the employees feel involved by being part to make the changes. Benchmarking is when the companies are continuously studying the best companies in the business to identify areas where improvements can be made and, finding the best method of incorporating improvements. The five changes organizations can make in their design to address challenges are: vertical to horizontal structure, routine task to empowered roles, from formal control systems to shared information, from rigid to competitive to adaptive culture, and from confrontational to collaborative (Allen, 2010). 1)In vertical to horizontal structure, most organizational structure are functional based on activities that are grouped together by common function. There is a chain of command that do decision making existing with ... ... middle of paper ... ...organization continue to confront the uncertainty of new challenges and problems that they have to address in a timely, efficient, and effective manner for their survival. This is when some organizations fade away or get transformed when their needs are no longer satisfied or get replaced by other needs. Also, the bureaucratic and machine models that do not give much attentions to the interdependence between various subsystems of an organization (Allen, 2010). They promote specialization that breeds departmentalization mentality, whereby the department becomes more important than the organization. They are able to focus specifically the efficiency of the organization goals. References Allen, J. (2010). Administration and Management in Criminal Justice: A Service Quality Approach. Scherer, J. (2014). Frederick Taylor’s Contribution To the Management Sciences.

In this essay, the author

  • Explains the four basic elements of total quality management according to frederick taylor's scientific management: employee involvement, benchmarking, customer focus, and continuous improvement.
  • Explains that in continuous improvement, the total quality management are determined to do better. they make great improvements in all areas of the organization, which are suggested by the employees. benchmarking is when the companies are continuously studying the best companies in the business.
  • Explains the five changes organizations can make in their design to address challenges are: vertical to horizontal structure, routine task to empowered roles, from formal control systems to shared information, and from confrontational to collaborative.
  • Explains that in routine tasks to empowered roles, the management defines the job and exact steps to perform them. the knowledge exists with the senior management, and employees are expected to do exactly as they are told.
  • Explains that formal control system to shared information is implemented to manage amount of difficult information and help identify a solution. in rigid to competitive to adaptive culture, customers and suppliers are considered as competitors who are long.
  • Analyzes how weber's characteristics that intended to produce efficiency result in something very inefficient. he concluded that everyone should abide with the rules and regulations of the organizations.
  • Explains how allen believed that authority and responsibility should rest in a position not be based on who is holding that position.
  • Explains that the changes that challenge traditional bureaucratic ideas are when organizations continue to confront the uncertainty of new challenges and problems that they have to address in a timely, efficient, and effective manner for their survival.
  • Explains that bureaucratic and machine models don't give much attention to the interdependence between various subsystems of an organization. they promote specialization that breeds departmentalization mentality.
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