There is no single definition that can accurately define quality. In every aspect of life there is a particular standard of quality expected from all human interactions. At the work place quality of interaction may revolve around friendship and cooperation amongst co-workers. There is the need to understand each individual character and accept them as they are; quality interactions are those that add value to a person. At the grocery store and restaurant, quality revolves around the service offered to the client. As it is often said the client is always right; in hospital quality refers to whether the doctor uses the best and most modern procedures to provide health care. It may involve such issues such as safety of the therapy, and whether treatment is consistent with the patient’s expectations. It also includes whether the physician’s decisions are made based on empirical scientific evidence, and the effectiveness of the procedures used in treatment (Lighter & Fair p.xi, 2004). Any good manager always strives to create good working relationships between him and the subordinates and amongst the subordinates themselves. The quality of a manger is measured by the influence he/she has on the junior works.
Deming’s holds that the seven deadly sins are the core barriers that prevent most organizations from achieving quality in management and production and service delivery. Deming argues that managers lack consistency of purpose to formulate services that will attract a market and help ensure that the organization remains in business. To Deming emphasis placed on short term gains is fed by worries of a take over and pressure from owners. The current reward system rewards results as opposed to improvement of processes. The best form of fostering cooperation is not through financial rewards rather through improving the work environment. Deming argues that frequent change in management has a detrimental effect on the continuous efforts of improvement; as the management philosophy changes with the introduction of a new manager. Managers should be given long term commitments for them to focus on quality improvement. Some aspects of total quality management can not be measured and any attempt to do so would be erroneous as the value of customer loyalty gained through improvement of quality can not be quantified. Deming believes that the problems affecting American businesses are predominantly caused by the high number of lawyers and the huge costs associated with medical care. He believes for organizations to improve quality these sevens diseases should be addressed (Cummings &Worley, pp.359-361, 2009).
There are five basic steps in the implementation of total quality management which include: first and foremost, mangers should be educated on the value and importance of making long term commitments to total quality management (TQM). Without concrete knowledge about TQM and the major success factors for implementation, leaders often misconstrue quality to be the prerogative of the employees. To improve quality constant and progressive training of staff should be carried out with emphasis on the tools and principles governing improvement of quality. After getting the relevant skills and knowledge; employee and management should be encouraged to come up with projects aimed at improving quality. To encourage quality improvements a reward system should be established that recognizes improvement of quality. Most system reward the outcomes rather than rewarding improvement processes. Lastly managers should constantly monitor and evaluate their organizations progress and compare it to the progress of their competitors (Cummings &Worley, pp.361-363, 2009).
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