Philip B. Crosby, Joseph Juran, and Edwards Deming are affiliated with the concept of total quality management (TQM). In the world of business, the trio is regarded as the most influential characters in the development and progression of the idea of TQM (Neyestani, 2017). Total quality management technique is an approach to handling clients that pertains to overall re-engineering of procedures and systems to enhance the entire specifications of goods and services to fit customers (Neyestani, 2017). TQM not only regards the needs of the clients but also takes consideration of the company’s relations with suppliers and the staffs’ needs. According to the three philosophers, the concept of total quality management is the most insightful approach in which any entity could embrace to remain competitive. Deming developed the 14 principles of TQM that suggest that any administration, in association with managerial involvement, should plan procedures and systems to heighten quality based on predetermined standards that coincide with clients’ needs. Juran, on the other hand, stated that quality planning should focus on effective implementation, and that action can only be achieved with doing the right things, maintaining quality, continuously monitoring on the outcomes, and correction of flaws. Crosby focused on the outcomes of poor quality. To him, quality was not the art of perfection, but rather the act of conforming to standards. He urged institutions to first set standards of conformity, prevent poor quality, management of standards to prevent any deviation, and finally, the determination of quality through measuring the price of non-conformance. TQM came in hardy in the 1940s in the Japanese economy. At the time, Japanese products were regarded as cheap, substandard, and imitated (Neyestani, 2017). The economic and industrial leaders recognized this discrepancy and resorted to producing innovative and high-quality commodities. Juran, Deming, and Crosby offered their advice on quality control and management at the era of the 1950s, and soon after, their ideas became Japan’s main theme of management. The country later developed quality circles, and afterward, the country has never looked back in terms of quality.
Link of Engagement and Empowerment to Theories of Motivation
Motivation plays a key role in all organizations, regardless of whether they are private, sole owner, or public entities (Badubi, 2017). Through motivation, the staff is encouraged to achieve their dreams, the organization’s goals, and to some extent, the aspirations of their countries. There exist numerous theories of motivation, and almost all of them describe the results of staff job satisfaction. The hypotheses can be categorized in three main groups but can be broken down to include McClelland’s needs theory, Herzberg’s motivator-hygiene, Relatedness and Growth theory, Maslow’s hierarchy of needs, and Alderfer’s Existence (Badubi, 2017). Processes theories such as the expectancy theory and the Porter-Lawler’s model explain how motivation can be created and enhanced to derive satisfaction. The application of both process and content models must be implemented to encourage employees to work diligently. In a typical business structure and managerial hierarchy, the theories are applicable but under different dimensions. For instance, in extrinsic motivation, the factors that meet the needs of the higher-level tier are far different from aspects that satisfy the lower-level categories. As described by the theories, the adequacy of hygiene factors such as the presence of salary and incentive pay, and conducive working conditions provides ground for employee satisfaction (Badubi, 2017). In a contrary situation, if the staffs are dissatisfied, the manager should encourage employment of job content and motivation factors. Rewards, appraisals, promotions, recognition, and training are also part of factors of engagement and retention. In reference to a past study, Tesco has successfully managed to link employee management through motivation of staff. Their employees are well trained, flexible, motivated, and above all, they recognize the importance of fulfilling customers’ needs. On the other hand, the company supports its personnel in their various roles and levels by increasing their skills, knowledge, and job satisfaction.
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Customer-Supplier Relationships (CRS) To Achieving Performance Excellence
Irrespective of the type and the role of a business in any industry, any organization and business have customers and suppliers. And any business is somehow a client and vendor in a way. Customer-supplier engagements and associations exist in all forms and shapes and are critical in the continuity of any organization. They are even more critical in a setup if the business is in pursuit of implementing quality practices. One method of evaluating if a business is meeting the quality expectations is by collecting feedbacks and maintaining healthy relationships from the suppliers and customers. Harmonious co-existence between clients and suppliers means that the business gets to enjoy high-quality supplies in the right quantity, at affordable prices, at the right destination, and at the required delivery schedule (Prajogo, Chowdhury, Yeung, & Cheng, 2012). In the end, the delivery is of top-notch quality and hence excellent output to customers. Internal and external suppliers and customers are all needed to achieve sustainability. Internal vendors and clients are those within the entity. They can be identified with the interfaces that entail the receiving and offering of products and services. Regardless of whether commodities delivered to satisfy the needs and requirements of the recipient, and that the giver feels contented with the procedure, then the transaction eventually influences the effectiveness and quality of service and goods exchanged. Poor relationship between customers and suppliers can be detected by signs of poor equipment and tools, defective storage and late supply of products, forwarding of incorrect and incomplete instructions, inadmissible work orders, bypassing of staff’s safety practices and procedures, unsupportive work settings, lack of interest on ongoing internal affairs, and disregard for the overall clients and suppliers’ feedbacks (Prajogo, Chowdhury, Yeung, & Cheng, 2012. For an example, only a few companies have a sturdy image and recognition for high-level supplier management as Toyota. The Japanese company is the biggest automobile developer, and over the years, it has developed collaborative, long-term, and strategic partnerships with its main Japanese suppliers and international clients. Further, Toyota has enhanced its European operations in the North America region and has strengthened the supplier management as well as focused on meeting customers’ needs.
References
Badubi, R.M. (2017). Theories of Motivation and Their Application in Organizations: A Risk Analysis. International Journal of Innovation and Economic Development, 3(3), 44-51.
Neyestani, B. (2017). Principles and Contributions of Total Quality Mangement (TQM) Gurus on Business Quality Improvement . ResearchGate.
Prajogo, D., Chowdhury, M., Yeung, A. C., & Cheng, T. C. E. (2012). The relationship between supplier management and firm's operational performance: A multi-dimensional perspective. International Journal of Production Economics , 136 (1), 123-130.
