Can higher education institutions continue using planning and self-evaluation processes that are decades old without any reform? Several recent monographs urge institutions to embrace continuous improvement processes that engage systematic planning and department self-evaluation across whole campuses, but they do not show institutions how to do…

Total Quality Management is a system for creating organizationwide participation in planning and implementing a continuous improvement process exceeding customer expectations. It is built on the assumption that 90 percent of problems are a result of process, not employees. Implementation at Oregon State University has nine phases. (MSE)

The arrival of the Total Quality Management (TQM) approach in higher education has brought both support and skepticism. Although consultants are busy selling tool-driven, seven-step workshops, it is not yet clear what the academic version of the approach will be or how it will evolve. (MSE)

Chronicles development and implementation of a performance-management system for nonfaculty employees at Wittenberg University (Ohio). The initiative featured principles of continuous quality improvement. Seven key lessons learned are presented for other institutions, including selection of the design team, changing the status quo, defining and…

Suggestions for restructuring marketing efforts within colleges and universities stress the institution's primary profit center: student recruitment and retention. Techniques such as continuous quality improvement and implementation of a task force concept are recommended as a way of synergistically employing all the institution's assets and…

Total Quality Management, based on theories of W. Edward Deming and others, is a style of management using continuous process improvement characterized by mission and customer focus, a systematic approach to operations, vigorous development of human resources, long-term thinking, and a commitment to ensuring quality. The values espoused by this…