Responses from 72 Irish companies identified 51 using total quality management (TQM); second-survey responses from 28 of the latter showed that 57% of TQM initiatives were successful or very successful; most have a good understanding of comprehensive TQM and value long-term over short-term results. Benefits were experienced throughout…

A study of the effect of high-performance work systems on 935 nurses and 182 nurses aides indicated that quality of decision-making information depends on workers' interpretive skills and partially mediated effects of work design and total quality management on organizational performance. Providing relevant knowledge and opportunities to use…

Employee empowerment in the United Kingdom manufacturing industry (through total quality management, delayering, and business process reengineering) was examined in a survey of 103 companies. Success factors included a solid business rationale, organizational culture, and staff decision making power. Culture was also the most influential…

The president of Rio Salado Community College (Arizona) reports both quantitative and qualitative evidence that that institution's investment in Total Quality Management has yielded a variety of benefits including reduced printing costs, increased job satisfaction, and an altered campus culture. (DB)

Application of total quality management (TQM) in the classroom provides an opportunity to eliminate the minimally successful authoritarian management style. Classroom TQM differs because the customer-client relationship is not clearly defined, motivational factors have differing expectations, and there is less pressure in terms of the consequences…

Poststructural feminist analysis of total quality management postulates (quality is defined by customer satisfaction, quality is reduction of variation, quality must be measurable) suggests that their application in higher education gives more support to traditional values than to valuing of diversity. (SK)

In an Internal Revenue Service office using total quality management (TQM), the management development program uses Myers Briggs Type Indicator and Adjective Check List for manager self-assessment. Because management commitment is essential to TQM, the process is a way of enhancing leadership skills and demonstrating appreciation of diversity. (SK)

Discusses the use of total quality management (TQM) principles in K-12 schools. Describes models used by several schools and the methods they used to adapt TQM in reforming their programs. (JOW)

South Carolina's Agricultural Service Laboratory received responses from 252 of 500 farmers who currently use the soil testing service; 97% were pleased with accuracy, 89% with turnaround time, 18% thought the fee too high. Nonusers (100 of 520) were mainly dissatisfied with turnaround time. Total quality management methods were used to improve…

Discusses alternatives to brainstorming such as the Trigger Method, the SIL (Successive Integration of Problem Elements) Method, the Wildest Idea, Brainwriting Pool, Method 6-3-5, Pin Cards, the Gallery Method, the Crawford Slip Method, and Nominal Group Technique. (JOW)

Key skills required in the total quality workplace are cross-functional teaming, interpreting charts/graphs, oral communication, brainstorming, understanding cause/effect, categorizing ideas, critical pathing, formulating suggestions, analyzing the needs of internal and external customers, and writing status reports. (SK)

The quality movement in U.S. organizations does not have to deteriorate to a fad if there is real commitment to innovation and continuous improvement. The quality movement has the potential to enable process improvements, breakthrough thinking, and mutual accountability of individuals and teams. (SK)

Discusses a process of total quality management (TQM) that will help define objectives, develop criteria for measuring accomplishments, and identify what has to be done to get an organization from where it is to where it wants to be. Explains the characteristics of a good TQM needs assessment. (JOW)

Analyzes jargon and themes of the total quality (TQ) and high commitment work systems visions. Juxtaposes linguistic references of both visions and reveals a gap in TQ. (SR)

Senge states that knowledge-based organizations require distributed leadership based on philosophy, attitudes and beliefs, skills and capabilities, and tools (artifacts). McLagan replies that his assertions require deeper, more soulful reflection to bring the concept to life. (SK)