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This 3 page paper argues that TQM is still relevant despite its critics. The model is defined and explored.
Bibliography lists 6 sources.
Page Count:
3 pages (~225 words per page)
File: RT13_SA608TQM.rtf
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Unformatted sample text from the term paper:
define the concept. What is TQM exactly? TQM essentially provides a paradigm shift in management philosophy for the enhancement of organizational effectiveness (Byrne, 1992; Gagne, 1983; Lowe and Masseo, 1986
cited in Emery, Summers and Surak, 1996). It is defined as " a quality-centered, customer-focused, fact-based, team-driven, senior-management-led process to achieve an organizations strategic imperative through continuous process improvement" ("Total
Quality Management," 2006). Essentially, Total Quality Management prompts all members of an organization to continuously improve organizational processes as well as to increase value to its customers (Emery, Summers
and Surak, 1996). It also steers the employees to focus on a clear vision of the organizations purpose (Emery, Summers and Surak, 1996). Much of TQM depends on letting
go of barriers within the organization and between the organization and its stakeholders (Emery, Summers and Surak, 1996). While TQM was quite popular a decade or two ago,
there have been some stories to suggest that the model is a failure. Yet, that is not the whole story. In fact, there have been many successes with TQM. One
reason why some firms fail at implementing the paradigm successfully is because the full practice of TQM as intended, is rare ("Total Quality Management: Prevent Problems..." 2006). The correct implementation
of the model is not something easily accomplished ("Total Quality Management: Prevent Problems..." 2006). In fact, it is quite difficult to accomplish without properly trained managers. However, when TQM is
put into place the correct way, an organization will notice higher productivity, improved performance, grater profitability and more prestige ("Total Quality Management: Prevent Problems..." 2006). Also, as a result, greater
loyalty among customers and employees will also become a reality ("Total Quality Management: Prevent Problems..." 2006). While many firms do not abide the TQM rules, or have tried to
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