Role of Management in TQM Transformation


Sunil Yadav
Prakash Divakaran


Top down total quality management (TQM) disciplines frequently loose to create deep as well as assured deviation in organizations. They become a fad soon exchanged by another fad. downfall to institutionalize TQM can be acknowledged to a gap among top management's rhetoric about their ambitions for TQM along with the existence of implementation in different subunits of the mission. The space changes from subunit to subunit due to the caliber of management in each. By scale of company is meant the capacity for authoritative body to

(1)   Develop approach to the new TQM caution and conduct and drive decisions that are congruous with it,

(2)   Develop the cross functional disciplines, control skills, and assembly cultivation expected for TQM implementation, and

(3)   Create an atmosphere of open dialogues about benefit in the TQM conversion that will approve understanding and farther change. The TQM adjustments will continue only if top management needs and perfectly institutionalizes a natural organizational wide consultation that surfaces valid data about the quality of management in each subunit of the firm and leads to modifications in management quality or alternative of managers.