Total Quality Management In Construction Essay -- essays research pape

Total tone of voice Management In ConstructionThe major new element in world market competition is quality. Duringthe 1970s and 1980s, the Japanese and their U.S. companies demonstrated thathigh quality is achievable at lower costs and greater customer atonement. Itwas the result of using the management principles of total quality management(TQM). More and more U.S. companies have demonstrated that such achievementsare possible employ TQM as a new instruction to manage. Such companies also found thatthey were recognized with everyone pulling in the same direction. Improvementhad become a way of live.Improving competitive position and profit has always been theresponsibility of management. Before the 1980s, U.S. management was broadlysuccessful. Until then the dominant management good example was that of the autocrat.Management, primly ripened management, decided how the business was to operate,including what the policies and objectives were how it was organized what jobswere established and how should they be done. It was an unquestioned axiomthat if everyone did what the upper management required, the business would besuccessful.Organizations are composed of the people in them and the managers wholead them. People respond strongly to leadership expectations and rewards. Ifthey are given little power in their jobs, they have little interest in modify them. If leaders exhort the members for better output but reward(promotions, bonuses, recognition) for mostly higher output, they get thebehavior they reward. Quantity over quality has been a general managementdoctrine in the United States.The first step in implementing TQM requires the an upper-managementchange in both philosophy and behavior. Managers must adopt the objectives ofcustomer satisfaction and continuous improvement. They must implement thechange to achieve these objectives through their personal and continuousinvolvement and in the reeducation of everyone in the organization in TQMprinciples and practices. The past philosophy of management can work reasonablywell if a company dominates world markets. When markets become complex andworldwide with more and stronger competitors, a new model is needed. Asiancompanies and some in the United States have demonstra... ...d competent people, letthem do there job. No one knows about the job than the person direct involvedwith it.8.TrainingThe outcome of training is modified behavior. It may be enhancedinterpersonal skills or specific manual skills, but there is a direct, recognisable modification. Training need not consist solely of traditionalclassroom instruction. Employees can train other employees very effectively.A company-wide curriculum should be create that address the needs ofeach department. Courses should be just long enough to be effective. Anythingover three or four days is unlikely to presently be absorbed into daily workhabits. Immediate reinforcement of the training is necessary to be effective.Bibliography1. R. Stein, The Next Phase of Total Quality Management., Macel Dekker,Inc.,1994. 2. T. Cartin, Principles and Practices of TQM., ASQC QualityPress.,1993. 1. W. Schmidt and J. Finnigan, TQManager., Jossey-Bass Publishers.,1993. 1. B.Brocka and S. Brocka, Quality Management Implementing The Best IdeasOf the Masters. Irwin, Inc.,1992. 2. H. Kerzner, Project Managment., VanNostrand Reinhold.,1992.