The article states that TQM runs counter to management practices that most companies follow. What management practices are these?
The article does not specifically mention the management practices that TQM runs counter to. However, it implies that TQM challenges traditional management practices that focus on hierarchy, top-down decision making, and individual performance evaluation. These practices often discourage employee involvement, collaboration, and continuous improvement, which are the core principles of TQM.
The specific management practices that Total Quality Management (TQM) runs counter to can vary depending on the context and industry. However, there are a few common management practices that TQM challenges:
1. Traditional top-down management: TQM challenges the traditional top-down hierarchical approach to decision-making and management. Instead, it emphasizes participatory management and encourages involvement and input from all levels of the organization.
2. Focus on short-term profits: TQM opposes the short-term thinking that often prioritizes immediate financial gains over long-term quality improvements. It emphasizes the importance of putting quality first and believes that sustained success comes from meeting customer needs and continuously improving processes.
3. Siloed functional departments: TQM discourages the silo mentality where different departments within an organization operate independently without effective collaboration. It seeks to break down departmental barriers and promote cross-functional teamwork, with the goal of improving quality and efficiency across the organization.
4. Reactive problem-solving: TQM challenges the practice of reactive problem-solving, where organizations address issues as they arise. Instead, it advocates for proactive quality management, focusing on preventing problems before they occur through continuous improvement and rigorous quality assurance processes.
5. Performance-based evaluations: TQM questions the reliance on performance evaluations solely based on individual or departmental performance metrics. It suggests a more holistic approach, evaluating performance based on the organization's overall quality and customer satisfaction.
It's important to note that TQM is not necessarily against all traditional management practices. Instead, it seeks to integrate quality principles and practices into existing management frameworks to create a culture of continuous improvement and customer focus.
To determine the management practices that TQM (Total Quality Management) runs counter to, we need to refer to the article. As an AI language model, I don't have real-time access to specific articles or know the context in which you are referring to. However, I can provide a general overview of some common management practices that TQM might oppose.
1. Command-and-control hierarchy: Many traditional management practices rely on a hierarchical structure where decisions are made at the top and flow downwards. TQM, on the other hand, emphasizes a more participative and team-oriented approach, where decision-making is decentralized and involves employees at all levels.
2. Narrow focus on output: Some management practices prioritize maximizing output or achieving specific targets without much attention to the quality of the product or service being delivered. In contrast, TQM places a strong emphasis on customer satisfaction and continuous improvement, emphasizing that quality should be built into all processes.
3. Siloed departments: Companies often have separate departments or functions that work independently without much collaboration or communication. TQM promotes cross-functional teamwork and cooperation to eliminate barriers between departments and improve overall quality and efficiency.
4. Reactive problem solving: Traditional management practices often involve solving problems as they arise, focusing on addressing symptoms rather than underlying causes. TQM encourages a proactive approach, emphasizing the identification and elimination of root causes to prevent problems from occurring in the first place.
5. Lack of employee involvement: Many management practices keep employees detached from decision-making and problem-solving processes. TQM, however, encourages employee involvement, empowerment, and engagement, recognizing that those closest to the work often have valuable insights and suggestions for improvement.
It's important to refer to the specific article you mentioned to get a clear understanding of the management practices it discusses in relation to TQM. This will provide more accurate and context-specific information.