.. market that out sold US autos. GM found that the Japanese had less middle management and more teams of employees that were self controlled. The teams were responsible for the perfection of the products that were made, instead of having quality control inspectors. The teams were given the authority to hire and fire its members.
With this innovative knowledge, GM tried an experiment that eventually became the Saturn car. To this day the Saturn car assembly is still seen as an experiment for GM to use and harvest some of the inspirations so as to enhance its other factories. Thus, the Total Quality Management system went became popular with the idea creeping into all types of organizations. Saturn has yet to pull in an overall profit, but the solid sales still captivate business analysts. So while the people of Japan were committed to coming together to work towards creating an Industrialized Japan, Dr. Deming’s methods are less effective in a corporate culture that evolved from older hierarchical corporate structures copied from military organizations.
In the military structure, the overall effectiveness of any particular association is directly proportional to the functioning of its members. As an organization increases in size the individuals lose sight of the concept of teamwork. To maintain the competitive edge a corporation must remain flexible. Different styles of organizational structure have been experimented with. Much of the framework of the organization is determined by the type of business, goals, and even the social environment.
Our armed forces today reflect this idea. Traditionally the military has used a rigid organizational structure. A well defined chain of command is used to delegate responsibilities, even to this day. This style requires more managers with general management abilities. Managers are concerned with the problem at hand; they focus on what has to be done.
Leaders on the other hand, notice what has to be done, but spend their time figuring out how to get it done. In the previous structure the subordinate’s job is to follow instructions from the higher level. This behavior has been reinforced by a high level of discipline, required for battlefield operations. As technology has redefined combat operations, so has the organizational and management style changed. Business cultures have moved away from the original organizational models by flattening out layers of mid-level management, but quantitative measures of business performance still dominate the landscape. High level managers sometimes view TQM as more of a hindrance than a tool.
The idea to give up authority and power to those who may abuse it scares executives to the point that while they want the proposed results, they are not so inclined to put the consistent effort forward to get there over a period of time. For established large organizations, physics predicts that the force needed to change the course and direction is directly proportional to the size of the organization. For smaller or new organizations, cultures and new ideas are more easily applied and modified. Because of today’s business culture, TQM is less effective. Globalization of Markets: The business world as a whole today exists as a patchwork of global entities working together as a whole, because markets are so closely tied, change is more difficult.
As the business world shifts and adjusts, trends such as TQM take time and concerted effort for implementation. Globalization hinders the concepts of sweeping change while the day’s profits are the bottom line goals. Globalization a new word that has not been defined by most of the modern dictionaries, maybe because its a new concept that has just been introduced to the world after the fall of the communist regime. Another reason and the most probable one for this lack of definition to the term globalization is that its a term with so many aspects related to it. All these new aspects created are new opportunities and problems for business leaders and analysts to pursue and deal with. Organization’s are transforming and will continue to do so in order to survive in this complex environment. Because change is occurring so rapidly, there is a necessity for new ways to manage focusing on product quality and individual involvement. The pressures of the cut-throat market place has push companies’ backs against a wall and to compete on a global scale new ideas have to be explored.
The purpose of a TQM program is to amplify the effectiveness of the organization. During an age of downsizing and restructuring, many American companies are determining that they must learn to manage more effectively. The management is running on an older system which add to workers that call out more sick days and abuse the companies production procedure. Organizational problems decoding means that all members of an organization participate in cultivating a vision and improving the corporate cultures. Managers and Executives are less likely to commit to loss of control, when the risks outweigh profits, but business leaders are more than willing to claim TQM implementation and hold meetings for propaganda and publicity.
Global markets unlike those of previous time present new pressures that deter any type of experimentation when older systems work. 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 a endless state of adapting to change. Downsizing changes are usually caused by external competitive forces, whereas other changes to work operations emerge as a result of shifting forces within the organization. Many management analysts feel that political forces prevent adapting to this increasing rate of change and therefore become reactive organizations reacting drastically after problems come to light – preventing improvement in the original direction.
TQM is a concept that would appear to be a foundation of developing an idealistic representation of business organizations, however, because of cultural issues, bussiness methodologies, and globalization, TQM remains as more of a “buzz word” than a system. Business Essays.