Towards Total Quality Management in higher education: A case study of the University of Wolverhampton

Abstract

Abstract. This case study describes why the University of Wolverhampton made the decision first to pursue Total Quahty Management (TQM) and then to develop a Quality Assurance System to an international quality standard (ISO 9000).The study is organlsed in four major sections. 1, The contextual background to the decision making. 2. Phase 1 -what was done during the first one and a half years of the initiative, describing the wide ranging discussion set up across the institution. 3. Phase 2 -what was done during the second year of the imtiatlve, describing the practical steps towards implementation, inchadmg the first attempts at Quahty Circle methodology, 4. Appraisal -an assessment of the success, failure and lessons so far.For purposes of clarity and focus, the TQM and ISO 9000 aspects of the University's expenences have been described and discussed separately although, in practice, they are taking place simultaneously. Fmanciat costs, especially ha respect of ISO 9000 have been reported as accurately as possible and some reference, within the limits of a descriptive case study, is made to relevant management-of-change theory.

Fighting for excellence: the case of the Federal University of Pelotas

“…In fact, although this theme is treated frequently and there are some works published on the matter of quality in higher education (e.g., Doherty 1993Doherty , 1997, it is also true that publications on empirical work with the characteristics of this study are very rare, as we did not find a single work with the range and depth of the present one. This is our modest contribution to the creation of a knowledge base in this area and an incentive to the publication of similar research that will analyse and discuss quality in higher education, the demands that are enforced on so many institutions of this sector and the efforts that are being made by so many of them in responding to these demands and the expectations of their stakeholders while still keeping their identity.…”

Academics in an Era of Structural Change: An Australian Experience

“…If it does not, cynicism about the quality assurance process, as well as the influence of managerialism, will grow. Certainly, the principles of Total Quality Management (TQM), would see as symptoms of deep institutional weakness, many of the matters complained about by respondents: that is, alienation at the workplace, competition rather than co-operation, separation from decision making, which affects professional responsibilities, and a perception that one's professional interests and aptitudes are not being fully employed (see, for example, reports of TQM at the University of Wolverhampton, Doherty, 1993;at Oregon University, Coate, 1992;and Monash University, King, 1993).…”

Quality and ISO 9000 in educational organizations

“…The experiences of key staOEduring the development of the quality assurance procedures and manuals have been documented by Doherty (1993), Harrison (1994), Storey (1993Storey ( , 1994 and Stott (1994).…”