QUESTION 1, ALT 1

TQM involves empowerment and inverts the management pyramid,

for, or if it is to achieve the results, it must work horizontally and
vertically across the organisation, across disciplines and
departments. Discuss this employing references where appropriate to
substantiate any theoretical argument.

Total Quality Management (TQM) represents a significant shift in organizational

philosophy, moving away from traditional, top-down hierarchical structures towards
collaborative and empowered employee cultures. This transformation is crucial for
achieving TQM's central goal of continuous improvement.

Total Quality Management (TQM) is a holistic philosophy that permeates every

aspect of an organization's functioning. Its core principle lies in the unwavering
pursuit of continuous improvement by focusing on all stakeholders, particularly
customers and employees. By fostering a culture of collaboration, empowerment, and
data-driven decision-making, TQM ultimately aims to achieve:
I. Enhanced customer satisfaction: Meeting and exceeding customer expectations
through consistent quality products and services (Oakland, 2003; Evans & Lindsay,
2005).
II. Reduced defects and waste: Minimizing errors and inefficiencies throughout the
process, leading to cost savings and improved resource utilization (Deming, 2012;
Crosby, 1984).
III. Increased employee engagement and morale: Empowering employees to
contribute to quality improvement fosters a sense of ownership and commitment
(Juran, 1995).
IV. Improved overall organizational performance: By addressing quality issues
systematically, TQM can lead to higher profitability, market share, and competitive
advantage (Oakland, 2003).

The Demise of Hierarchies in TQM:

Hierarchical structures, with their rigid chains of command and limited information
flow, often impede quality improvement. Communication gaps arise between
departments and levels, creating siloed thinking and hindering problem-solving. Fear
of blame discourages employees from raising concerns or offering suggestions,
stifling innovation and improvement.Deming, a pioneer of TQM, highlights this
weakness: "Involvement of everyone to improve the system is what brings success"
(Deming, 2012). He argues that breaking down barriers and fostering a culture of
continuous improvement necessitates dismantling hierarchical structures that obstruct
communication and participation.

Empowering Employees for Excellence:

TQM promotes empowerment, enabling employees at all levels to contribute to
quality improvement. This requires trust, training, and access to resources. Employees
no longer passively follow orders; they actively participate in problem-solving,
process improvement, and decision-making.
Crosby reinforces this by stating: "Every employee from chairman to the janitor is a
quality improvement inspector" (Crosby, 1984). By giving everyone ownership and
responsibility for quality, TQM unleashes the collective knowledge and expertise
within the organization.

Collaboration and Teamwork:

Collaboration and teamwork are vital aspects of empowered employee cultures in
TQM. Teams composed of diverse perspectives across departments and levels work
together to identify and address quality issues. Information sharing and knowledge
exchange become central, leading to more effective problem-solving and innovative
solutions.
Juran emphasizes the value of collaboration: "Quality improvement starts at the top,
but it has to be done by everyone" (Juran, 1995). His concept of "fitness for intended
use" underscores the importance of understanding customer needs and collaborating
across departments to deliver them effectively.

Leadership and Support:

Leadership plays a pivotal role in driving this cultural shift. Leaders must demonstrate
commitment to TQM principles, provide training and resources to empower
employees, and create an environment that encourages experimentation and
continuous learning.
Oakland reinforces this point: "TQM is about creating an organizational culture that
encourages continuous improvement" (Oakland, 2003). Leaders must foster a
supportive culture where employees feel safe to participate, experiment, and share
their ideas.

Real-world Examples:
Numerous organizations have successfully implemented TQM, experiencing
improved quality, employee engagement, and overall performance. For instance,
Toyota's renowned production system, built on TQM principles, has driven its global
success in quality and efficiency.

Some articles that support the assertion that TQM requires a shift from a hierarchical
structure to a more collaborative and empowered one:

1. Deming, W. E. (2012). The New Economics for a New World. McGraw-Hill.:

• This book by Deming, a pioneer of TQM, emphasizes the importance of breaking
down barriers between departments and creating a culture of continuous
improvement. He argues that top-down management styles hinder quality and
encourages empowering employees to contribute their knowledge and expertise.
• Relevant quotes:
◦ "Involvement of everyone to improve the system is what brings success."
◦ "Management must put fear out of business."
◦ "Cease dependence on inspection to achieve quality. Eliminate the need for
inspection on a mass basis by building quality into the product in the first place."

2. Crosby, P. B. (1984). Quality is Free: The Art of Making Quality Certain.

McGraw-Hill.:
 • Crosby, another key figure in TQM, focuses on prevention of defects rather than
inspection. He argues that achieving quality requires everyone in the organization to
be responsible, regardless of their position.
• Relevant quotes:
◦ "Quality is the conformance to requirements, not some nebulous, philosophical
concept."
◦ "Every employee from chairman to the janitor is a quality improvement inspector."
◦ "The purpose of a quality system is to prevent defects, not just to find them."

3. Juran, J. M. (1995). Managerial Breakthrough. McGraw-Hill.:

• Juran emphasizes the importance of leadership commitment to TQM and the need
for top management to drive cultural change. He also highlights the importance of
training and empowering employees to use quality tools and techniques.
• Relevant quotes:
◦ "Quality is fitness for intended use, as judged by the user."
◦ "Quality improvement starts at the top."
◦ "Training in quality improvement requires a substantial, sustained commitment of
resources."

4. Oakland, J. S. (2003). Total Quality Management (2nd ed.). Routledge.:

• This textbook provides a comprehensive overview of TQM principles and practices.
It emphasizes the importance of teamwork, collaboration, and communication in
achieving quality goals.
• Relevant quotes:
◦ "TQM is about creating an organizational culture that encourages continuous
improvement."
◦ "Empowerment involves giving employees the authority and resources to solve
problems and make decisions."
◦ "Communication is essential for building trust and cooperation among employees."

5. Evans, J. R., & Lindsay, W. M. (2005). Managing for Quality: Integrating the
Baldrige Excellence Framework (4th ed.). ASQ Quality Press.:
• This book discusses the Baldrige Excellence Framework, a comprehensive
approach to quality management. The framework emphasizes customer focus,
employee involvement, process improvement, and leadership commitment.
• Relevant quotes:
◦ "Customer satisfaction is the key driver of quality improvement."
◦ "Employee involvement is essential for achieving and sustaining quality."
◦ "Process improvement is a continuous and iterative process."

Conclusion:
The shift from hierarchical structures to collaborative and empowered employee
cultures is fundamental to TQM's success. By breaking down silos, fostering trust,
and unleashing the collective potential of its workforce, organizations can achieve
true continuous improvement, leading to enhanced customer satisfaction, reduced
costs, and increased competitiveness. TQM is a journey, not a destination. By
embracing its core principles and empowering employees at all levels, organizations
can embark on a path of continuous improvement and excellence.
References:
• Crosby, P. B. (1984). Quality is Free: The Art of Making Quality Certain. McGraw-
Hill.
• Deming, W. E. (2012). The New Economics for a New World. McGraw-Hill.
• Evans, J. R., & Lindsay, W. M. (2005). Managing for Quality: Integrating the
Baldrige Excellence Framework (4th ed.). ASQ Quality Press.
• Juran, J. M. (1995). Managerial Breakthrough. McGraw-Hill.
• Oakland, J. S. (2003). Total Quality Management (2nd ed.). Routledge.