The Premise of TQ
Total Quality (TQ) is premised on the extent to which a management approach can be appraised. In this case, the aspect of total quality management involves a description of long-term success in management that could be ascertained in several ways including customer satisfaction. The development of a total quality program focuses on the need to measure regular and steady achievements and performance progress made by an organization in the context of organizational management and performance. One of the major elements that are often considered during the determination or assessment of total quality is the long-term performance parameter associated with strategic planning towards the attainment of specific goals and objectives. The involvement of the philosophy of total quality in management focuses on the upholding certain core values that are based on continuous improvement of the outcomes and products of the management process in meeting the expectations of customers. The operations of an organization could involve the direction of efforts towards the enhancement of the status of quality concerning the processes, services, products and the organizational culture characterizing the environment of work (Steensen, 2010).
A TQ Initiative and an Outline of Supporting Steps
A TQ initiative for the company involves many steps when it comes to the acquisition of both internal and external support. The first one involves a systematic and strategic approach to planning which plays a critical role in the eventual realization of the mission, vision, and objectives of an organization. Strategic planning and strategic management require quire the incorporation of the organization's culture and vision and system of values. The second step involves the development of an integrated system that brings together different specialties and functions in an organization. In this regard, the formation of larger processes happens following a combination of micro-processes. It is vital for all the stakeholders involved to have a clearer understanding of the quality policies and the principles that guide the performance of critical processes in that particular organization (Dolaček-Alduk & Blanda, 2011).
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This is because different organizations are defined and guided by unique organizational and work performance cultures that are usually fostered by the members. The third step involves making fact-based decisions whereby the accuracy, relevance, and effectiveness of the decision-making process are emphasized. The consideration of the aspect of total quality in the management of an organization requires continuous collection and analysis of appraisal information and data with the aim of enhancing the accuracy of decision-making process and ease of reaching a consensus. The fourth step that will provide both internal and external support to the designed TQ initiative for the company is continual improvement of various systems and process in the organization to move towards the attainment of the desired quality. In this way, subjecting an organization to a state of continual improvement ensures that it is driven towards the realization of effective creative and analytical approaches of becoming more competitive in the market (Steensen, 2010).
Team Meeting with Managers to Elaborate the Dissemination of the TQ Plan
The team meeting with managers in the company will take place on Monday, September 10th, 2018 at the Central Board Room within the company premises from 9.00 am. All the members of the management in the company will have an important role to play in the meeting. The meeting will last for the about three hours where some issues will be discussed and deliberated upon. The main agenda of this meeting will be the dissemination of the proposed plan of designing and total quality initiative. Moreover, the meeting will involve the discussion of appraisal, re-designing and restructuring of core values, approach, and objectives of the company. The main purpose of discussing and performing these restructuring processes will be to enhance the efficiency and capacity associated with the performance and output of the company. Moreover, such changes would be crucial for the company is trying to cope with the frequent changes that are often characterizing the market environment and conditions (Dolaček-Alduk & Blanda, 2011).
Nonetheless, the desirable goal for the overall restructuring and redesigning process would be to boost the element of innovation within the company and ultimately end up with a more enhanced system of financial performance. It is always advisable and essential for companies to engage in a regular and periodical shake-up and restructuring of their operations, policies, values and even objectives to cope with changing times. After that, the agreed details of the items discussed in the meeting will be communicated to the entire membership of the company through the members of the management team present at the meeting. Various techniques and methods of communication would be necessary for consideration by the managers in disseminating details of the agreed plan to other members of the organization. Such may include spoken, written or electronic engagements and interaction with the members. However, it would be necessary for the management team to prioritize about two or three main techniques of communication to use in disseminating the information encompassing both oral and written (Steensen, 2010).
Impact, Strength, and Weaknesses of the Meeting and the Launching of TQ Plan
The meeting with the management will have implications that are viewed as both weaknesses and strengths. One of the advantages associated with the adoption of the TQ plan and initiative is the enhancement of the levels of customer satisfaction. In this respects, the plan seeks to prompt the loyalty of the employees within the company by effectively taking care of their welfare packages and awarding them incentives where necessary. The award of such incentives will find its basis in the total quality initiative introduced into the operations of the company. Subsequently, the morale of the employees will be significantly boosted, and the will be able to perform the level best in meeting the needs of customers and improving the output of the company. The other strength will be the identification of the existing gap between the top management level and other ordinary workers within the company. The TQ initiative will seek to appraise the system of engagement among the employees of the company with the aim of improving participation and cooperation among them for the ultimate good of the company (Dolaček-Alduk & Blanda, 2011).
To that extent, the TQ plan and initiative will play a critical role towards streamlining the operations and the relationships of employees within the company since it will facilitate the creation of synergy among the roles played by the management teams and other workers. Furthermore, the TQ initiative will seek to progressively and aggressively map out workers within the company who will require emotional psychological or any form of physical support to enhance the quality of their performance and productivity. Nonetheless, the planning and lancing of the TQ initiative are associated with specific weaknesses. One of them is that it requires considerable financial resources which may not be readily available for the company. The other flaw is that the launching, facilitation, and sustainability of the TQ initiative within the operations of the company requires a higher level of expertise which may also not be readily available among the human resource of this organization. As such, the actual outcomes of the TQ initiative may not be fully realized or achieved upon its implementation (Steensen, 2010).
References
Dolaček-Alduk, Z., & Blanda, M. (2011). Concrete Structures' Quality Control in Practice.
Organization, Technology And Management In Construction: An International
Journal . doi: 10.5592/otmcj.2011.1.8
Steensen, E. (2010). Quality & performance excellence: Management, organization and
strategy. Total Quality Management & Business Excellence , 21 (10), 1057-1057. doi:
10.1080/14783360903332387
