Quality Management and Changes in Management Practices - Essay Example

Quality management refers to the process through which growth in organizational development is realized (Kemp, 2006, 34). Changes in management practices also occur as a result of quality management systems. Well-structured quality management aimed at improving performance for individuals and firms. People have varying ways of improving performance both at individual and group levels (Kemp, 2006, 34). It entitles creating and implementing standard, quality checks. Quality management practices have been adopted, and improvised by Gurus. The Gurus pioneered the practice first in the nineteen twenties. There existed several Gurus who implemented different strategies, which improved performance (Kemp, 2006, 34).

Edward Deming is not a new name in quality management. He came up with a smart strategy, which he has used to achieve continuous organizational success. Deming came up with fourteen philosophical strategies (Kemp, 2006, 34). Deming believed that by having appropriate principles, anyone could improve quality and at the same time reduce costs of operation. He started by defining an objective purpose of what he wanted to achieve. This entails organizations setting aside resources for a long time in planning and research. He then developed a new philosophy that reflected his objectives (Hoyle, 2006, 67). For firms to excel they must ensure any obstacles and issues contradicting their mission are done away with (Kemp, 2006, 34). Deming further emphasized that transformation in policies was necessary to ease dependence on mass inspection (Deming, 2000, 254). Long-term supply chains and healthy relationships with suppliers are encouraged. This is necessary to ensure the production process is continuous (Kemp, 2006, 34). Employees ought to be made part of the research and development process. They are required to thoroughly search for the best ways to improve the quality.

Deming also dictated institute training at all levels in an organization. Managers ought to play their roles well and supervise not lead (Kemp, 2006, 34). Employees are more productive when they feel respected. In addition, elements of fear and barriers in communication must be eliminated. Numerical quotas are a major hindrance to good performance (Hoyle, 2006, 67). This is because, with the quota systems, people may even produce defective goods to meet the set limits (Kemp, 2006, 34). Individual reviews and evaluations are to be done away with as they discourage pride of achievement (Deming, 2000, 254). Deming encouraged continuous learning for all staff to match with changing trends in places of work for instance through technology (Kemp, 2006, 34). According to Deming, workers are directly linked to the production process and will be more productive if the management changes from giving punishments to supporting them and motivating them to do better (Deming, 2000, 254). Deming further made his quality management skills more efficient by implementing the cycle of the first planning, evaluating, and then implementing (Kemp, 2006, 34).

We could compare Deming’s quality management strategies with those of another renowned guru called Philip Crosby (Hoyle, 2006, 67). His strategy was a little bit different as he assumed four operating principles. First, a system must be free from the possibility of attaining defects (Kemp, 2006, 34). He also argued that quality must conform to its expected requirements well as a management system is prevention (Kemp, 2006, 34). Crosby prefers traditional quality control and expects quality to conform to the stated requirements of customers (Deming, 2000, 254). He also believes that workers are not to take the blame for goods poorly produced (Kemp, 2006, 34). Management must work toward ensuring its staff is well trained, and the necessary tools for quality production are availed (Deming, 2000, 254).

If Deming’s and Crosby’s arguments and principles were applied in the tourism sector, performance would improve (Kemp, 2006, 34). In such an industry, the client is the tourist while the ultimate objective is to ensure customer satisfaction in deriving maximum pleasure from visiting places. Therefore, their services must be defect-free and smooth (Hoyle, 2006, 67). The objective is to make sure, the tourist gets a travel experience like never experienced anywhere else (Kemp, 2006, 34). Read More