Managing with Total Quality Management

Abstract

This series of new textbooks covers the areas of human resource management, employee relations, organisational behaviour and related business and management fields. Each text has been specially commissioned to be written by leading experts in a clear and accessible way. An important feature of the series is the international orientation. The titles will contain serious and challenging material, be analytical rather than prescriptive and be particularly suitable for use by students with no prior specialist knowledge.The series is relevant for many business and management courses, including MBA and post-experience courses, specialist masters and postgraduate diplomas, professional courses and final-year undergraduate and related courses. The books will become essential reading at business and management schools worldwide. Published

Liderança e gestão da qualidade – um estudo correlacional entre estilos de liderança e princípios da gestão da qualidade

“…For Wilkinson et al (1998), quality management elements can be divided in two dimensions: hard and soft. Hard elements refer to production and process control techniques, which ensure the correct operation of processes (including design process, 'just-in-time' philosophy, ISO 9000 and the seven basic tools of quality control), while soft elements include topics such as leadership, human resource management, supplier relationship and customer focus (Wilkinson et al, 1998).…”

“…Hard elements refer to production and process control techniques, which ensure the correct operation of processes (including design process, 'just-in-time' philosophy, ISO 9000 and the seven basic tools of quality control), while soft elements include topics such as leadership, human resource management, supplier relationship and customer focus (Wilkinson et al, 1998). According to Rahaman & Bullock (2004), soft elements have many roles, such as creating a climate to ensure the dissemination and implementation of hard elements can happen, and impacting the organization's performance just like traditional practices of human resource management.…”

Does quality management drive labour flexibility?

“…A company that is in the process of introducing QM should pay particular attention to the design of its human resource strategies to ensure that they promote quality-oriented attitudes and behaviours in employees in order to improve performance (Wilkinson, Redman, Snape, & Marchington, 1998;Soltani, Gennard, & Williams, 2004;Ooi, Arumugam, Safa, & Bakar, 2007;Akdere, 2009). To achieve this, QM emphasises training, and encourages a job design characterised by limited job specialisation, employee participation and interdepartmental work teams.…”

“…Moreover, firms with a QM-based strategy use a high percentage of high commitment practices (Wilkinson et al, 1998;Michie & Sheehan, 2001;Bou & Beltran, 2005;Ooi et al, 2007;Bayo, Merino, Escamilla, & Selvam, 2011). Appelbaum, Bailey, Berg and Kalleberg (2000) indicate that high commitment practices improve workers' job conditions, including job security.…”

Development of a measure to assess quality management in certified firms

“…Therefore, bearing in mind that experience has shown that some firms fail when they implement TQM (Boje and Winsor, 1993;Spector and Beer, 1994) and the implementation of TQM cannot be successful without the use of suitable quality management methods (Sitkin, Sutcliffe and Schoroeder, 1994;Wilkinson et al, 1998;Zhang, 2000) such as statistical techniques (Stuart, Mullins and Drew, 1996), managers of ISO 9000-certified small and medium firms that really want to progress towards a TQM culture, should implement the following factors, using the following methods: − Specialized training. Training cannot stop at an initial level, and must be of a continued nature (Ishikawa, 1985).…”