Term Paper: Marketing What Is the Relevance

Pages: 8 (2264 words)  ·  Bibliography Sources: 1+  ·  Level: College Senior  ·  Topic: Business - Management  ·  Buy This Paper

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[. . .] TQM is a philosophy and a set of guiding standards for continuous improvement. TQM applies human resources and analytical tools into management efforts, by providing planned, efficient approaches to improving the total organization, so that it is more customer oriented, quality conscious, adjustable and attentive.

TQM has become a cardinal concern of management. Much of this attention was initially focused on the auto establishments, which experienced declining sales and increasing product disappointments. Companies in numerous other industries also became concerned. Some of these ideas were originally explored in this country in the '80s due to deficient sales and decrease in market share. Both of these can denote death for even considerably large companies like General Motors.

General Motors characterized a major role in introducing TQM with the Saturn car. GM decided that since they might lose some valuable market shares due to expansion in Japanese car sale, that they should study the extraordinary way that this old world culture seemed to put quality autos on the market. GM found that the Japanese had less middle management and more teams of employees that were self-governed. The teams were responsible for the perfection of the products that were made, instead of having quality control inspectors. In addition, teams were given the authority to hire and fire its members.

With this innovative knowledge, GM tried an experiment for GM to use and harvest some of the inspirations so as to enhance its other factories. Thus, the TQM system was subsequently made mainstream with it creeping into all types of organizations.

There are several widely recognized key characteristics of TQM systems. First for a system to be TQM it has to be organization wide. Which determines that the production line is a natural and obvious place to increase quality but it also takes place in all areas of the business. This includes the superior CEO to the mailroom clerk.

Second, the top managers must visibly adhere the new TQM control system. If any of the workers were to contemplate that the upper management was not taking the new guidelines seriously then you are more inclined to have chaos. To help stop people from causing too many problems, a simple type of reward system is put in place to recognize team associates and for the insurance that there will be continued support. Third, everyone in the organization has a customer, which could be the adjacent guy on the production line or remote to the organization. This is a crafty way to get the personnel enthusiastic about pleasing the guidelines of the company.

Forth, doing the job expectations right the first time is important. Instead of relying on product inspection, the employee should be responsible for the quality of the product that is conceived. Finally, the most important aspect for an organization is to let the team members know that each one of them is respected and valued. This again goes for the entire chain, from the internal employees to the external vendors and suppliers.

More and more organizations are concluding that employees are no longer satisfied with simply filling a slot in the organization chart. Everyone in the organization has a voice and is allowed to speak on all issues. Today's managers are being challenged to provide leadership in new and changing environments. Customers, competitors, employees, and stockholders are all placing anxieties on management for innovation and change at a rapid pace.

Change is a scorning process. Every organization exists in an endless state of adapting to change. External competitive forces usually cause downsizing changes, whereas other changes to work operations emerge as a result of shifting forces within the organization. Many management theorists feel that authoritarian or political forces, adapting to this increasing rate of change and therefore become reactive organizations reacting drastically after problems come to light.

Bibliography

Capitman, William. 1973. Panic In the Boardroom. New York: Anchor Press-DoubleDay Publishing.

Deming, W. Edwards. 1986. Out of the Crisis. Cambridge: MIT/CAES.

Deming, W. Edwards. 1994. The New Economics, second edition. Cambridge: MIT/CAES.

Harris, Kathryn. "Chips Maker Feels Attack on Four Sides." Los Angeles Times, April 4, 1982,

Pg. B1.

Pava, Moses. 1995. Corporate Responsibility and Financial Performance. London: Quorum Books.

Reder, Alan. 1944. In Pursuit of Principle and Profit. New York: G.P. Putnams Sons Publishing.

Sawyer, George. 1979. Business and Society: Managing Corporate Social Impact. Boston: Houghton Mifflin Publishing.

Schuyten, Peter. To Clone A Computer. New York Times February 4, 1979. Pg. 1.

Sherman, Arthur, George Bohlander, and Scott Snell. 1998. Managing Human Resources. Cincinnati: South-Western College.

Velazquez,… [END OF PREVIEW]

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Marketing What Is the Relevance.  (2002, July 22).  Retrieved March 26, 2019, from https://www.essaytown.com/subjects/paper/marketing-relevance/2780383

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"Marketing What Is the Relevance."  Essaytown.com.  July 22, 2002.  Accessed March 26, 2019.
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