TQ Manager: A Practical Guide for Managing in a Total Quality Organization / Edition 1

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A concise guide for managers who are striving to develop the critical skills required for success after a quality initiative has been implemented in their organization. Useful worksheets and other assessment tools help managers deepen their understanding of TQM, identify the specific areas of competency where improvement is needed, and create a plan of action for building skills in those areas.

A concise guide for managers on how to develop the skills that are critical to success after the implementation of a quality initiative. Provides useful worksheets and other assessment tools that help managers deepen their understanding of TQM, identify the specific areas of competence where improvement is needed, and create a plan of action for building skills in those areas. Based on a survey of working TQManagers, this book teaches the hands-on basics of what will be the leading business management philosophy of the 1990s.

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Editorial Reviews

From the Publisher
"Bravo! Schmidt and Finnigan have provided some long-awaitedpractical advice and know-how to help leaders ensure a successfultransformation to a total quality organization." —Thomas A.Meachum, director of quality resources, HCA Bayonet Point/HudsonMedical Center

"The down-to-earth guide on transforming companies to total qualitymanagement! TQManager offers practical hands-on advice and aninvaluable self-assessment tool for every manager who must lead thechange to total quality." —Bill Wiggenhorn, president, MotorolaUniversity

David Rouse
In today's workplace, Total Quality Management (TQM) customer-service teams are ubiquitous. Typically, an organization initiates TQM concepts in a specific department or to deal with a specific problem before implementing them throughout the organization. Staff not originally included often react with fear, mistrust, or skepticism. Schmidt and Finnigan claim here to offer a "crash course" in the philosophy of TQM, but the idea that TQM is suitable for a quick study seems contradictory to its purpose. What the authors do successfully provide, however, is useful, reassuring information that should help allay the misgivings of initial "non-participants." Their guide should also prove useful as a "refresher" for those who have participated on TQM teams. Based on surveys of managers from both successful and unsuccessful TQM efforts, "TQManager" clearly explains TQM, profiles five competencies needed for it to succeed, and identifies experts and other works on the subject.
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Product Details

  • ISBN-13: 9781555425593
  • Publisher: Wiley
  • Publication date: 10/25/1993
  • Series: Management Series
  • Edition description: 1st
  • Edition number: 1
  • Pages: 196
  • Product dimensions: 6.32 (w) x 9.53 (h) x 0.79 (d)

Meet the Author

WARREN H. SCHMIDT is professor emeritus of public administration at the University of Southern California. JEROME P. FINNIGAN is human resources manager for Xerox Corporation's Office Document Systems and was instrumental in the firm's transition to TQM.

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Table of Contents

Part One: What You Need to Know About TQM
1. Understanding the Concept
2. Recognizing the Challenges
Part Two: Mastering the Five Key Competencies of TQManagement
3. One: Developing Relationships of Openness and Trust
4. Building Collaboration and Teamwork
5. Three: Managing by Fact
6. Four: Supporting Results Through Recognition and Rewards
7. Five: Creating a Learning and Continuously ImprovingOrganization
Part Three: Sharpening Your TQManagement Skills
8. Getting and Using Feedback About Yourself
9. Resources for TQManagers
Appendixes: A. Glossary of TQM Terms and Tools B. TQM Experts andPublications You Should Know About

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