Total Quality Management and Organization Behavior - Coursework Example

Running Head: TOTAL QUALITY MANAGEMENT AND ORGANIZATION BEHAVIOR (TQM & OB) Topic: Total Quality Management and Organization Behavior (TQM & OB) Name: Course: Instructor’s Name: Date: Quiz 1. Implementation Plan for the Introduction of the Total Quality Management We are conscious of the fact that no one process in the implementation process of a TQM can be said to be universal or even be considered a one-fit-all (Salaheldin, 2008, p. 220). This is because an effective TQM approach ought to be designed in a way that not only meet each and every organization’s specific needs but also build on its strengths and accomplishments (Salaheldin, 2008, p.224). In our effort towards devising the right approach we require an implementation framework that is four-phased. These four phases that are involved include; assessment, today’s opportunities, visioning and planning, and implementation (Faisal Talib, 2010, p.62). Below is a brief discusion of each one of them; First phase: Assessment It is held that an effective TQM process ought to build on the past activities of the organization in order to continue the work that has already been commenced, rather than starting from scratch. In order to build on the organization’s accomplishments there is need for the organization to conduct an assessment of the organization operations early enough in this process (TQM) (Faisal Talib, 2010, p. 66). This will provide an independent view of the organization’s quality activities while providing it with the required understanding to help it in its effort at developing a TQM plan. The various types of assessment that ought to be considered in this regard include; National Quality Award, ISO 9000/14000, Improvement Review & Analysis, Historical Change Analysis, Should-be/As-is Assessment, and Maturing Grid of Key Business Drivers (Ching-Chow, 2006, p.168). In conducting this assessment, the use of customer’s and employee’s surveys ought to be considered, which should thereafter provide a formal assessment that summarizes the findings that have been gotten, while identifying the improvement opportunities and index and recommending actions to be undertaken. An important step in this phase (planning, assessment and design) is the development and achievement of executive management leadership, which is essentially informed by the fact that a successful TQM process requires an executive management at the head (Mosadegh, 2006, p.611). Initially, the organization Executive should not only be called upon but also linked with the TQM process to the organization strategies. Throughout this process it is important to work with the organization Executive especially on leadership. Another important process in the initial stages is the formation of an executive improvement team that should steer the TQM process (Mosadegh, 2006, p.617). Second Phase: Today’s Opportunities This phase is primarily intended to implement action to benefits from the short-range-improvement-opportunities that have been identified in the assessment phase. From the organization’s point of view this essentially means “picking the low hanging fruits” or in simple terms, grabbing the readily available opportunities that assists the organization hastens the TQM implementation process. Often the savings emanating from this particular phase meet the total cost of this particular improvement process. Usual tools that are used in this phase include; Fast Action Solution Teams, Quick and Easy Kaizen, Reward and Recognition System Upgrading, and Area Activity Analysis (Padmal, 2008, p.22). Third Phase: Visioning and planning We start this phase by developing a set of 3 to 5 year vision statements for 5 to 10 key business drivers’ focus areas that might include; Training, Business Processes, Supplier Partnership, Knowledge Management, Consumer Partnership, and Management Support & Leadership. This phase will also involve holding an off-site meeting with the executive whose main agenda will be to discuss the results of the assessment that has been conducted together with the development of the initial set of vision statements that covers the business drivers (Al-Shobaki, Fouad, & Al-Bashir, 2010, p.307). After the review of the initial vision statements together with receiving feedback from both managers and employees, a second off-site retreat will be held to conclude the vision statements while developing a 3-years improvement plan. This 3-years improvement plan will assist the organization plan and execute actions required to reach its vision within 3 to 5 years (Padmal, 2008, p. 24). This plan will be built around the requirements, recommendations, and needs, that have been identified in course of the first two phase namely; assessment, vision and planning phases. This plan will comprise of training, measuring, education and implementation strategies and plan. It will also help in establishing who ought to be trained and in which areas accordingly (Salle & Bartolini, 2006, p. 57). Fourth phase: Implementation This phase will see the establishment of a 90-days implementation plan, which will not only assist in the actual commencement of the implementation process but also in maintaining it. It will also identify in detail the following steps, the milestones, the goals, and those who will be responsible for each and every task in the implementation process. It is still in this phase that the identification of the pilot projects will occur together with commencing them, and also identifying the processes and bringing them under control. It is also in this phase when measurements and continuous improvement in the entire organization will be undertaken (Al-Shobaki, et al, 2010, p. 311). Because of the effectiveness of information technology in improving both quality and customers satisfaction, it will be necessary use them (Theo, 2006, p.1058).In this regard we the use of a number of information technology solutions will be appropriate, solutions that include; automated testing, M-Business, Business to Business, Knowledge management, E-Commerce, Project Management, and Quality Reporting System to name but a few (Theo, 2006, p.1059). Some of the software products that will also be of much use include; Quality Manual, Cost of Quality, Simprocess, Calibration Recall, Saver, Training Rating Manager, Training Manager to name but a few (Fuentesa, & Fernaacutendeza, 2006, p. 312). Relating my implementation plan to the business needs and business environment of Waterstone The services provided by the Waterstone bookshop better demonstrates the application of TQM in an organization. One thing about these services is that they are head and shoulder above those of similar organization in terms of excellence and timeliness, something that can be attributed to their use of the necessary technology. One of these excellent customer services in TQM is the provision of the instant delivery of the books and other learning products that they deal in. The attraction by the customers to the service is value especially when it comes to the organization’s performance in its industry. Basically the organization considers the future and current relationship with its customers; for instance the provision in their home page of the websites provides several words to consider in the development of future customers with the organization. They have a variety of books offered; the used books, the e-books, the latest, the best-selling and a promise for more in future. Their offer to the consumers accords them the best opportunity to woe more consumers (Fuentesa, & Fernaacutendeza, 2006, p. 314). Quiz 2. Characteristics of effective teamwork Effective teamwork demands team members to take responsibility collectively for their failures just as they accept credit for their success (Goetsch, 2003, p. 26). Collective commitment to the team’s goal and purpose is another aspect of teamwork that characterizes an effective team (Thareja, & Chhabra, 2009, p. 2). In fact one of the greatest recipes of failure to a team is a divergent goal and purposes, something that definitely denies the team the required synergy, which makes teams effort less than the collective individual efforts as would have been expected in an effective team. Teams just like individuals in an organization require achievable and realistic expectations from the organization; otherwise they are likely to lose their effectiveness (West, 2004, p. 52). Clarity of these expectations and goal coupled with the requisite and sufficient resources to accomplish them are two extremely important prerequisites that should be present at all times in a team, otherwise the team is likely to lose direction and focus and hence its effectiveness. Effective intra-team communication within the organization is another important characteristic that set apart teams when it comes to achieving their goals and expectations together with the general team effectiveness (Andrew & King, 2006, p. 682 ). Any lapse or barrier in communication among the team members is one of the many features of a team that is doomed to failure. Through effective communication among team-members the team can benefit from the large pool of ideas that members of team posses at any given time which might be lost if intra-team communication is suppressed or non-existent. Effective communication within a team also requires trustworthiness among members; otherwise any lack of trust bleeds suspicion within team members thereby impeding performance (Andrew, & King, 2006, p.63). The team’s goals are its guiding principle and therefore ought to be protected from being blurred by self interest if the team is to be effective. The diversity of knowledge that individual members have to offer the team ought to be appreciated by members if the team is to be effective (Parker, 2011, p. 56). Effective communication coupled with diversity of knowledge within individual members in the team normally opens up the sharing of opinion, suggestion, and ideas, among members thereby bringing forth creativity. Another characteristic of an effective team involves avoiding conflict at all cost among members in times of challenges and instead taking a collective approach in overcoming such challenges among team members (Sorbero, et al, 2008, p.62). Describe the phases of team development. Just like a developing child, a growing team has a set of varying needs in its developmental stages (West, 2004, p. 56).These changing needs normally takes varying forms, something that calls for strength in employees as they undergo the emotional change, anger, acceptance, and renewed self-confidence both in individual and team (West, 2004, 56). Understanding the four phases that a growing team undergoes at time can assist the team members weather the resultant confusion that emanates from serious change that is inevitable. Below is the description of the four phases that are involved. Forming; In this stage, team members are normally interested in knowing what is expected of them, how best for them to fit in, what they are supposed to do, and the rules that are involved, questions which replaces the initial excitement with anxiety. However, because not a single person would feel secure enough to be “real,” more conflict will be suppressed. It is at this point that one would find it necessary to assist the team come up with operating guidelines that will act as a regulator of how he/she interact with the team (Matei, & Savulescu, 2011, p. 44). Storming; During this second phase, the initial zeal normally gives way to anger and frustration. Team members will be found struggling as much as possible to fit in the team, something that creates a sense of awkwardness in the team. It is in this phase that things like jealousies, mindlessness, wrangling, general disgust, and hostile subgroups characterize the entire transition process of the team. Ground rules in this phase are likely to splinter just like the trees behave in a cyclone. According to a manager with a Southwestern Oil Refinery “it takes everything you have got just to keep plugging”,…, “you’ll be player fan, referee, weenie vendor, and coach all at once” (Andrew, & King, 2006, p. 684). Norming; Slowly, the team gains its balance and enters the peaceful “morning” phase (Miles, 2010, p. 2). People devise ordinary ways of handling regular things, they also discard grandstanding and power plays. The main issue here is that team members are normally tempted to hold back their innovative ideas and opinion for fear of more conflict (Suna & Zhaoa, 2010, p.554). The main job in this juncture is to assist the team blow through their reticence, which is mostly done by just increasing their responsibility and authority (Suna & Zhaoa, 2010, p. 555). Performing; In this final phase, the team carries on its business with smooth self-confidence. At this stage people have learnt to, take measured risks, disagree constructively, apply full energy to various challenges that comes their way, and make trade-off and adjustment (Matei, & Savulescu, 2011, p. 46). However, reaching this phase should not be thought of as a walk in the park. This is because storms of any kind and magnitude might face the team at any juncture in course of this phase. For instance, members of the team might be faced with unusual pressure. If the team starts recycling through earlier phases, the team members might find themselves forced to take an active role in assisting it regain balance and settle down to business. Teamwork relevance to TQM Through teamwork the various components of the organization are able to work together in meeting the needs of customers that are unlikely to be met by workers confined in a single specialty (Thareja, & Chhabra, 2009, p. 2). By recognizing the inherent interdependence of the different components of the organization, TQM proceeds to use team to coordinate these various components in a working fashion. The important of the team in an organization also stems from the way they provide the organization with the capacity for rapid response to changes especially in customer demands which are inevitable (West, 2004, p. 60). Waterstone’s Approach to Teamwork Teamwork is important in the development of the organizational goals. Marketing is one of the core function in the business oriented organizations therefore using the team work to develop a marketing strategy in Waterstone’s bookshop would further the success in the TQM. In reference to the Waterstone’s bookshop, there are several underlying activities that could involve teamwork in order that this organization may achieve the very best results in the market. Advisement of the products and services needs to be worked upon by at least different individuals thereby developing quality services to its customers (Suna & Zhaoa, 2010, p. 557). By empowering these teams via giving them discretion to perform a range of tasks that the management in its opinion is convinced they are capable of executing, Waterstore Bookshop has been able to improve their effectiveness in the organization. This empowerment has been accompanied by clarity on the roles of the individual members of these teams, improved inter and intra-teams communication. Improved coordination of these tasks is another thing that has tremendously improved the teams’ effectiveness, not to mention better response on the part of the management when it comes to teams’ needs and grievances. Waterstore Bookshop has also come-up with regulations that tremendously support teamwork, thereby improving the team spirit within this organization. Waterstore has also ensured that it leadership is made up of people who can drive the requisite change management processes. It has also devised way and means of inculcating trust, value, respect and appreciation of one another within teams. It has also managed to create a culture of acceptance within the teams and the organization as a whole. Quiz 3. “Partnership development” in Total Quality Management Partnership development basically can be looked on as enhancements in the organization’s customer’s relationships that can enable it achieve the maximum possible level of customer commitment in a particular organization. Customers ought to be treated uniquely depending on their needs and their relation with the organization (Talib, Rahman, & Qureshi, 2010, p. 29). An organization may not satisfy all its customers fully if all are treated equally. For the organization to offer fair treatment to its customers, it has to consider a business relation process that is customer-based. Therefore partnership development between the organization and the customers is aimed at developing integrated customers satisfaction that is required for the realization of TQM (Ashkansy, 2008, p. 2). Basically the partnership development concept requires an organization to understand the needs of its customers, the customers themselves and the best way of implementing the suggestions on the needs of the customers from these customer’s themselves. Essentially, this understanding of their needs is the key to strong development of customer’s relation in any organization irrespective of its size or complexity. Organizations have very limited resources to satisfy the customers, therefore they ought to device the means of satisfying their customers’ needs with the scarce resources available without necessarily hurting the organizational goals. The partnership between the organization and the customers must be based on a dynamic criterion (Thareja, & Chhabra, 2009, p. 2). In majority of the cases such kind of development is normally based on the changing trend and tastes of customers. The organization must respond to the requirements of the customers in managing its resource output. TQM encourages involvement of customers in improving the quality of the products offered by organizations such that the customer gets the best of their needs upon request (Talib, Rahman, & Qureshi, 2010, p. 34). Since the TQM is a quality based management, it elongates itself the powers over customers of suggesting the goods and services that they would like the organization to offer (Richard, &Bettis, 2011, p. 3). The organizations on its part, uses the proposal by the customers to gauge its suitability while putting into consideration the fact that not all the customers have similar preference (Nair, 2006, p. 26). Issues/ Obstacles with Partnership Development Concepts in Chain of Bookshops The task implementing the partnerships between organizations and the customers is faced by several problems. Basically, customer satisfaction is indefinite and therefore each customer has his/her tastes and preferences (Bengt, et al, 2008, p. 123). In evaluating the future in the customer satisfaction, organizations have to take definite decisions that might compromise some customers’ needs but over and above, satisfy the majority (Nair, 2006, 28). Management of a chain bookshop is one of the outstanding examples in the customer partnership development. Bookshops involve a continuous partnership development before settling on stability with its customers. Basically the commodities sold in the bookshop may differ from one market to the other, especially when it comes to the way it handles its customers. However, the approach of customers should always be the same; it requires commitment. The market in the bookshop is basically an important area of concern to the organizations offering the products. Giving the record of the products sold such as the publishers, the prices, the most regular buyers and the authors with the most selling context are basic steps in evaluating the customers’ needs. The identified customers should top the organization’s priority list (Campbell, 2005, p. 615). The chain bookshops have problems in meeting the customers’ needs, something that calls for the management to strategize on these customer’s needs. The customer’s attraction of books in the bookshops may not work well especially after the introduction of the e-books over the internet. A number of book customers may prefer to buy their orders, online rather than buying it in the physical shop. The chain bookstore ought to convince the online buyers to buy the books on their store especially for the business in the environment facing the application of the new business trends. Some customers would prefer the use of online market in buying their products while others would prefer to make their orders in a chain store (Talib, Rahman, & Qureshi, 2010, p. 36). Therefore their needs have to be catered for considering the effects of the new technology in the business. The online customer therefore may not offer a direct conversation with the customer, something that might in the long run sideline the most important value in the TQM (Perera, & Kuruppuarachchi, 2010, p. 27). Basically the relationship with the customers may be altered by the effects of the distance relationship but the book change only requires new strategies. Approach of Overcoming These Issues/ Obstacle The effects of partnership development are witnessed in the businesses such as the chain bookshops. Though the chain bookshops have developed regular customers, the introduction of the new technology has seen the decline in the regular customers segment, something that is believed to have shifted these customers to the online market (Bengt, et al, 2008, p. 124). Therefore organizations have to adapt and embrace new developments in business while avoiding the negative effect of the new developments. Consulting the customers on the new application is rather an easy way of applying the TQM in managing such an acute threat to the chain bookshops. Apart from the usual customer relation, it is important to realize the importance of developing new ways of approaching customers (Bengt, et al, 2008, p. 124). As it is applied to most e-books, online ‘bookshop’ is the new trend of trading books. It would make no sense if an organization tends to resist the new technology since it is applicable in the new era in business (Perera, & Kuruppuarachchi, 2010, p. 28). The chain bookshops shouldn’t counter the online market basically because the chain bookshops and the online market are in different competition therefore it is a matter of the best way of adopting the system and applying the TQM. The quality of the online products may not be as good as the ones sold in the stores, therefore the weaknesses in the online market offers the chain books the competitive advantage over the e-books (Jong, & Hartog, 2007, p. 51). The chain bookshops can as well have an online bookshop that manages the online customers. Basically the management of the bookshops should lead in organizing the implementation of the chain bookshops online business as well as the management of the usual market (Richard A. Bettis, 2011, p. 4). For the success of the implementation of the chain business, it is important for the managers to initiate an overview survey to the impacts of the shops business considering many other factors. As a matter of fact, the prior consideration of the impact of the new development on customer partnership is a factor to be considered. After considering all the factors involved in solving the issues facing the stores, the customers’ needs are basically paramount in achieving the overall intentions of the organization. Basically the customer’s needs are considered; meeting the current and the future expectations as well as offering the customers the best far beyond their expectations. The management should be swift enough to deal with the probable changes in the system without compromising the organizational goals. The management should consider the importance of the process since it contributes to a more effective system of management. 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