Organizational Development: A Manual for Managers and ... - FPDL

• All standards based only on numbers.
• Barriers to pride of workmanship.
• Fiction. Get FACTS by using correct TOOLS.
9. Constantly educate and retrain – develop the ‘EXPERT’ in the business.
10. Develop a SYSTEMATIC approach to manage the implementation of TQM. (Oakland,
1995)
These principles seem almost obvious. Still, they marked a revolution in management thought.
Martin (1993) presented an interesting table, ‘A Comparison of Traditional American Management
Principles With TQM Management Principles’ (adapted from the Federal Quality Institute Review
(1991)):
Traditional American Management Principles
The organization has multiple competing goals.
Financial concerns drive the organization.
Management and professionals determine what
quality is.
The focus in on the status quo – ‘If it ain’t broke,
don’t fix it’.
Change is abrupt and is accomplished by
champions battling the bureaucracy.
Employees and departments compete with each
other.
Decisions are based on ‘gut feelings’. It is better
to do something than to do nothing.
Employee training is considered a luxury and
cost.
Organizational communication is primarily topdown.
Contractors are encouraged to compete with
each other on the basis of price.
Total Quality Management (TQM)
Management Principles
Quality is the primary organizational goal.
Customer satisfaction drives the organization.
Customers determine what quality is.
The focus is on continuous improvement –
‘Unattended systems tend to run down’.
Change is continuous and is accomplished by
teamwork.
Employees and departments cooperate with
each other.
Decisions are based on data and analysis. It is
better to do nothing than to do wrong things.
Employee training is considered essential and
an investment.
Organizational communication is top-down,
down-up, and sideways.
Long term relationships are developed with
contractors who deliver quality products and
services.
It is easy to see that many TQM ideas were actually utilized in the ISO9004. These principles first
became commonplace in literature, then moved to the standards, and are now becoming
commonplace in practice. The overall evolution of concepts related to development of quality in
organizations is illustrated by the ladder represented in Picture 23. In fact, this is not an evolution
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