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TQM-An Integrated Approach to become world class with sp. reference to Alembic Pharmaceuticals Limited

Rs. 2,500.00



Introduction:
TQM refers to an integrated approach by management to focus all functions and levels of an organization on quality and continuous improvement. Over the years TQM has become very important for improving a firm's process capabilities in order to achieve fit and sustain competitive advantages. TQM focuses on encouraging a continuous flow of incremental improvements from the bottom of the organization's hierarchy. TQM is not a complete solution formula as viewed by many – formulas cannot solve managerial problems, but a lasting commitment to the process of continuous improvement.

Total Quality Management (TQM) is now widely recognized as one of the major innovations in management practice over the last decade. For the most part, however, the principal contributions to the analysis of TQM and its operation have come from people in the Operations Management area (for example, Oakland, 1989, Dale & Plunkett, 1990, Dale, 1994). Arguably, this has led to a preoccupation with the so-called “hard” production-orientated aspects of TQM as opposed to its “softer” Human Resource Management (HRM) characteristics. This means that less attention has been focused on people-management issues such as appropriate supervisory styles, compensation/payment systems, teamwork, industrial relations and the implications for different managerial functions.

Ishikawa (1985) referred to TQM as a “thought revolution” in management. Similarly Oakland (1989) has described it as a “new way of managing” and has claimed that after the industrial revolution and computing revolution of yesteryear “we are now without doubt in the midst of a quality revolution”. However, whilst TQM has been much talked up by gurus/consultants and indeed practitioners promoting their companies, there is growing evidence of its spreading influence if not of its effectiveness. For example, a British Institute of Management survey analyzing the future of middle managers found 60% of managers and employers saying it was being implemented. Almost half of corporate respondents and over one-third of individual managers agreed that of the suggested techniques and managerial changes, the biggest impact on the future would be TQM (Wheatley, 1991).

A subsequent Institute of Management survey reported that 71% of respondents claimed they had a Quality Management Campaign, and a further 11% were planning to introduce one. The phenomenon is a recent one with only 10% having a campaign dating back more than five years (Wilkinson, Redman & Snape, 1993).

Yet there is increasing evidence that TQM has not fulfilled its promise (see recent surveys and reports e.g. Kearney, 1992, Miller, 1992, Cruise, O’Brien & Voss, 1992, The Economist Intelligence Unit, 1992, Wilkinson et al, 1993). Furthermore many of the problems arising appear to have been those relating to Human Resource (HR) issues such as management style, attitudes and culture. One possible explanation for this is that TQM has developed from a quality assurance ideology and consequently focuses on the “hard” measurable aspects such as costs and production/operation performance to the relative neglect of the so- called “soft” aspects. Thus the limitations of TQM can be at least partially attributed to the neglect of human resource policies in the organization and a failure to align the HR policies with TQM to ensure integration. These critical “soft” issues are apparent from most reports and research yet remain relatively unexplored in comparison with the use of quality management tools and techniques and quality systems (Wilkinson, 1992).

Number of Pages of Project Report: 71
Package Includes: Synopsis/Project Proposal + Project Report
Project Format: Document (.doc)

Table of Contents of Project Report:
EXECUTIVE SUMMARY
CHAPTER 1: INTRODUCTION
CHAPTER 2: THE INDUSTRY
2.1 RATONALE OF THE STUDY
2.2 OBJECTIVES OF THE STUDY
CHAPTER 3: THEORETICAL BACKGROUND
CHAPTER 4: LITERATURE REVIEW
CHAPTER 5: COMPANY PROFILE
CHAPTER 6: RESEARCH METHODOLOGY
RESEARCH DESIGN
DATA SOURCE
RESEARCH POPULATION
SAMPLING UNIT
SAMPLING SIZE
SAMPLING TYPE
TOOLS OF ANALYSIS
CHAPTER 7: DATA ANALYSIS
FINDINGS
RECOMMENDATIONS
LIMITATIONS
CONCLUSION
BIBLIOGRAPHY


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