In through TQM programs, less than half of the

In order to improve the organization’s overallbusiness process which includes the quality of products and services, amethodical approach called Total Quality Management is used(H.

C. Lau, M.A.Idris, 2001. This integrated program is used to gain competitive advantagesthrough continuous improvement in every aspect of organizational culture. Hence TCQ is an integrated management philosophy which emphasizes :·         teamwork  and employeeinvolvement·        continuous improvisation·        meeting customers’ needs·        team-based problem-solving·         continuous analysis of results·        a closer connection with suppliers,and so on (Oke, M.

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A., & Oke, O. D.

, 2014).                    Implementing the programs like total quality management has become an effectivestrategy in order to improve the quality of goods and services (Tata, J., &Prasad, S., 1998).  1Among the organizations were total quality management (TQM) practiceswere adopted and systematically executed with sufficient top managementcontrol, the corresponding competitive advantages achieved is high (Thomas J.Douglas and William Q.Judge Jr., 2001).

Yet many organizations fail to execute the programsuccessfully.            Amongthe researchers based on the surveys, the major concern was to find what makesthe TQM work. The failures in TQM initiatives due to lack of information and data on the critical success factors etc, made the researchers examine the problems associated with itsimplementation. They suggest that through TQMprograms, lessthan half of the organizations have observed significant improvement. This canresult even in the collapse of the previous system that existed before theimplementing the Total Quality Management program(H.C.

Lau, M.A. Idris, 2001).Hence they fail to bring sustained changes in the organization. They become atrend which will soon be replaced by another trend. The gap between the topmanagement’s expressions on their targets for TQM and the reality in theexecution of this in different subunits of the organization resulted in failureto institutionalize TQM. As the quality of management varies in varioussubunits, this gap also varies. Quality of management means the ability of topsections of the institution to(1)   develop a dedication to the new TQM course and(2)    take actions and make decisions that are stable with it(3)   develop leadership skills and team bond necessary for QM implementation,and(4)   create a space for open conversations about the progress in TQMtransformation which will help to learn and make further changes (Michael Beer,2003).

           The researchers indicate that the major barriers to implementing TQM are:·         inadequate human capital development and coordination·         insufficient quality planning·         lack of leadership and resources for TQM·         lack of focus and direction on customer(Sebastianelli, R., & Tamimi, N., 2003 & Bhat, K. S., , J., 2009).   If these barriers are properly analyzed and understood, then it ispossible to form astructure to assess the relative significance of management-relatedbarriers to the success of  TQM and to guide in developing policies for aproduction quality transformation.The prime objective of TQM programs is to improvise the Businessperformance by·         supply quality management,·         employee participation, recognition and reward·          quality system management                        Oke, M.

A., & Oke, O. D. (2014) suggested that management should tryto upgrade themselves to the different TQM practices in order to face the competitivedomain.