Summary
Total Quality Management (TQM) can be a key element of a successful business continuance but if not properly implemented or used can also lead to failure. The theory behind TQM is sound so the problems that can be generated from utilization and implementation must come from another source. That source is the leadership and employees of an organization. The leadership or management of an organization and the employees can greatly impact the final outcome of a TQM implementation. Accordingly the objective of the paper is to experimentally investigate the impact of leadership behavior on the success of TQM. This study is limited to ISO certified companies in Jordan. Accordingly this study implies that, the senior leaders should serve as role models in planning, communication, coaching, review of organizational performance, and employees' recognition. As role models, they can strengthen values and expectations while building leadership, commitment, and initiative throughout the organization.
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Extract
Total Quality Management and Leadership an Experimental Investigation of Iso Certified Companies in Jordan
1. Introduction
Total Quality Management (TQM) has become a key philosophy to assist organizations in becoming the most efficient, the most competitive, and the most successful. TQM is defined as ". . .the art of managing the whole to achieve excellence." (Besterfield, 2003) Considering this it can easily be seen that Total Quality Management can be extremely subjective in its implementation, monitoring, and success or failure. The subjective nature of these issues indicates that management and employees' viewpoints and experience can greatly influence an organization's TQM project simply through poor understanding of what TQM is and what it is capable of doing (Brigham, 1993).Organizational leadership has the key responsibility for the organization in all aspects of management, operation, and performance. Thus the full responsibility of any TQM implementation is contingent upon the top leadership and without the proper understanding the project may be doomed to failure before it begins. According to (CEO, N.D.) there have been reports that almost 90% of TQM implementations are considered failures. These same reports also indicated that a lack of vision and understanding of the purpose and uses of TQM were the prime reason for most of those failures. This further stresses the fact that organizational leadership has the greatest role in the success or failure of implementing TQM. (Chaudron, 2006) described this exact scenario through a simple story. He told a story of three ...See the full content of this document
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