Access the full text.
Sign up today, get DeepDyve free for 14 days.
Loading next page...
/lp/emerald-publishing/implementing-tqm-in-higher-education-BxQZg0tBKD
References (14)
-
G. Hutt (1991)
Understanding the perceptionThe Tqm Magazine, 3
-
R. Laza, P. Wheaton (1990)
Recognizing the pitfalls of total quality management -
(1979)
The Structuring of Organizations -
H. Gallacher (1991)
Avoiding the pitfallsThe Tqm Magazine, 3
-
R. House (1971)
A Path-Goal Theory of Leader EffectivenessAdministrative Science Quarterly, 16
-
T. DeCotiis, T. Summers (1987)
A Path Analysis of a Model of the Antecedents and Consequences of Organizational CommitmentHuman Relations, 40
-
J. Cullen (1991)
Conditions for successThe Tqm Magazine, 3
-
William Gorden (1984)
Corporate Cultures: The Rites and Rituals of Corporate LifeAcademy of Management Review, 9
-
David Farnham, J. Pimlott (1979)
Understanding Industrial Relations -
N. Oliver (1990)
Employee Commitment and Total Quality ControlInternational Journal of Quality & Reliability Management, 7
-
Chao-Hsien Chu (1988)
The Pervasive Elements of Total Quality Control, 30
-
Frances Hill, W. Taylor (1991)
Total Quality Management in Higher EducationInternational Journal of Educational Management, 5
-
R. Turton (1991)
Behaviour in a business context -
G. Hofstede, Bram Neuijen, Denise Ohayv, G. Sanders (1990)
Measuring organizational cultures: A qualitative and quantitative study across twenty cases.Administrative Science Quarterly, 35
- Publisher
- Emerald Publishing
- Copyright
- Copyright © Emerald Group Publishing Limited
- ISSN
- 0951-354X
- DOI
- 10.1108/09513549210014673
- Publisher site
- See Article on Publisher Site
Abstract
Examines the emerging paradigm of total quality management andsummarizes its implications for higher education. Rather thanprescribing a set of generic implementation steps, suggests that thereare other, more significant, factors to be considered related to thetiming of the initiative rather than where it should begin. Discussesfour necessary issues the removal of abstraction from the concept ofquality in higher education organizationwide understanding of thecustomer the importance of assessing the current quality level and theneed for strategic quality planning. Also cites classical organizationalfacets such as structure, culture, human resource management andleadership as being among the determinants of TQM success concentration on these key matters attenuates the importance of themethod of implementation. Argues that to disregard these harbingers ofsuccess is to risk longterm damage to the organization and considerablyreduce the likelihood of sustained and selfgenerating organizationalimprovement.
Journal
International Journal of Educational Management – Emerald Publishing
Published: Apr 1, 1992