Total Quality Management with reference to Phonepe Private Limited

Description: The literature argues that total quality management is about complying with customer requirements. The internal staffs, not in direct touch with external customers, are being encouraged to regard their colleagues as customers, establishing internal organization relations similar to the relations of the organization to its external customers. Making the staff customer oriented, focusing on the aim of continuously improving customer satisfaction. Achieving successful implementation of total quality management will thus require all staff to effect continuous improvements as an integrated part of their daily work. In this connection, several theorists assert that the organization will need to develop a quality culture (Glover, 1993). The literature on total quality management does, however, stress the need of the management to try to get staff commitment to total quality management but the literature offers little comment as to whether commitment to total quality management does in fact materialize. Hill (1991, p.541- 569) Solutions for technical issues like the design of quality systems and procedures are very specific but there are holes in the method as to how one should deal with the social factors. The total quality management literature argues that commitment by the staff and by the middle managers to total quality management should be generated by way of education and training as well as by personal experience. The reason for this assumption is that staff and middle managers will gain satisfaction through continuous improvements and by doing a good job. Based on the idea of mutual commitment, the total quality organization will comply with individual demand for job satisfaction and for self realization, and the organization will achieve its aims based on individual satisfaction. Nevertheless, Hill (2003) states that the literature on total quality management has underrated the prevailing difficulties in making all of the employees of an organization buy the idea of total quality management. Traditional work practice and management style do not conform to total quality management, and the idea of total quality management could encounter resistance not only by the general staff but also by the middle managers as subordinates assume increased impact and influence, and total quality management could entail a larger workload. In this connection, Schuler and Harris (1992) argue that the staff of a total quality organization will gain deeper insight in the information and a greater liability for their own work. This will change the traditional middle manager task which used to cover measuring and coordination of the instructions issued by the top management. The middle manager function in total quality management organization is one of acting as a sparring partner for the staff - a function which will require new abilities and a change of attitude by middle managers. Generally, the staff and middle managers of a total quality management organization should assume greater responsibility for the same wages and salaries. An implementation of total quality management might evoke a fear of losing workplaces. It should then not be taken for granted that staff and middle management would necessarily be enthusiastic about total quality management.