Finally, teamwork is essential in order to experience continuous improvement where everyone involved in the team tries to identify opportunities for improvement and works together to implement the necessary changes. Other principles of TQM like process management, employee involvement and empowerment, learning and internal and external cooperation are all related to these principles (Ojha, 2000). When members work together effectively the team tend to be more productive and less stressed, make fewer errors and the quality of care they deliver will be higher (Kalsich et.al,
4 Comparison and Discussion Sustainable management is very critical for an organization to gain and maintain competitive advantage. The Confucianism roots in Chinese culture deeply and has been manifested from different perspectives. The cases reveal interesting and important insights of sustainable management applied in different organizations including a private enterprise, a state-owned enterprise and a governmental department 4.1 Comparison and discussion from the historical perspective Considering the Confucianism developments from the historical perspective, three organizations have been affected by the Confucian theories in classic period during which Confucius, Mencius and Xunzi established the fundamental theories of Confucianism.
The existence of indicators that show the TQM feasibility increased its importance and increased the speed of its deployment. Total Quality Management (TQM) and Excellence concepts gained some attention in 1992 when the European Foundation for Quality Management (EFQM ) was created. After that, the vision has largely spread. In the meantime, most European countries have established their national quality awards (Voß & Zink, 2000). TQM witnessed rapid changes and technical, scientific developments as it becomes one of the most spread concepts in the global competition.
These are the key aspects that can affect the organisation and management structure of a firm, all these interpersonal communication, management attitude, and social norms have yet been taken into consideration for Porter’s diamond framework. Moreover, Porter’s diamond framework does not cover how national culture will then affect the competitiveness in the national business system (Bosch & Man, 1997). Porter also mentioned that in firm structure and strategy, Japan business system prefers to maintain long-term relationship with their suppliers in the automobile industry is not based on their cultural perspective but rather it is due to pressure under those economic circumstances. This sentence is proven wrong by Whitley (1991), Japanese culture is well known for close connection and long-term employment in order to make their business system unique. Businesses in Japan have strong bonding with their partners to create strategies in reducing uncertainties, likewise these cultural factors is the action that leads to keiretsu being formed in Japan business system (Earley & Singh,
The long term pros however far outweigh the near sighted advantages. Due to this process taking years to perfect and implement correctly, most organizations are worried about the long term gains. Some of the pros of TQM in the long run include high moral, lower costs, better customer loyalty and trust, better market infiltration and heightened productivity. Using TQM decreases the chances of making mistakes and creating inferior products that can damage the reputation of a company. It also increases the popularity and status of the organization within society while saving it money and time in the long run.
This is one of the reasons why the application of VM in Malaysian construction industry is still minimal although it has been long introduced to Malaysia. However, Ramly & Shen (2012) stated that the conclusion is made without proper assessment whether the VM was conducted by means of proper VM methodology to assess the performance. Based on the study carried out by Jaapar, Endut, Bari & Takim (2009), it shows that the number of person who had a formal training on VM still can be considered very low which was only 14.0% and most of them only completed an Introductory Course to VM. It is confirmed that the lack of VM knowledge and practice were the main problems faced during the VM workshop, the resistance to change by the involved parties during the VM workshops sessions and the conflicting objectives of the project by different parties were the main problems faced during the VM workshop. Besides that, it was discovered that poor team work happened due to many related parties involved in the exercise tended to have negative mindset towards the VM process.
184.108.40.206 High Performance Work system practices. As brought out earlier various examples of highly successful organisations exists, which have implemented TQM measures to suit their requirement such as Kaizen, JIT, quality circles, 5S, six sigma, SPC, etc. All these techniques relate to high quality product or service, which would fail without the involvement of the employee performing these jobs. It is the men behind the machines who bring about the success and not the machines alone. Therefore the intentions and the mindset of the employee plays a major role in implementation of TQM measures.
Moreover for leadership factor in TQM, establish the TQM approach among all the teachers through publicizing the awareness of TQM. The institutes should organize conferences to introduce the conception and the significance of TQM. Thirdly, implementation of superior division for a total quality management acts as a system of empowerment. Fourth, the TQM implementation procedures by using PDCA cycle as a model.
Because the employees could not see the alignment between the D&I policies and the lack of diversity in the TMT (Sucher & Corsi, 2012, p 11), Shell, as a global firm, might not be able to fully achieve the diverse atmosphere it was hoping to establish. By having the no-diverse TMT for a long period, employees could think of the D&I initiatives as superficial. In order to convey that the D&I concepts were vital to both TMT and the company, senior executives and the CEO should make sure they are providing encouragement to help forming employees’ trust (CIPD, 2017). Employees might reflect the fact that Shell could not enforce the D&I initiatives at the TMT level as the failure of the D&I programs. This is because in order to emphasis a diverse culture, not only the standpoints of TMT could be keys to the successful execution of the D&I initiatives, but they could also help encourage the target minorities to strive for working in positions with power and voice (Jones, 2006).