TQM and the financial function

The author maintains that financial officers should take a leadership role to improve the processes that provide value to a company's internal and external customers. He suggests several ways that the financial function can participate in and contribute to total quality management.     

Measuring effectiveness of TQM training: an Indian study

Total Quality Management (TQM) is a never ending process of improving work processes. It operates according to the premise that organisations cannot rest comfortably without continuously improving whatever is being done. There has to be a culture of continuous improvement and everyone in the organisation must strive towards it. This could be accomplished only through continuous training. The present study seeks to examine the role of training as well as measuring its effectiveness for successful implementation of TQM. For this purpose, data have been retrieved from a public sector enterprise manufacturing crude steel in India. The findings of the study are based purely on primary survey. Pearson's Correlation Coefficient with their significance levels have been used to measure the effectiveness of TQM training and the correlation between TQM training and selected factors. The authors have found that training creates awareness, builds employees’ commitment to quality policy and strategy, facilitates teamwork, enhances performance standards, and bolsters the skills and abilities of employees. However, the organisation needs to focus more upon improving communication competencies, multiple skill development and customer value training. Successful TQM training in the organisation needs more budgetary allocation and commitment, support and enthusiasm of the top management.     

Implementing a TQM Strategy Through Surveying Employee Attitudes and Perceptions:

Competition and consumer demand for quality are driving companies toward a new view of quality as a vital strategy for success. A new business philosophy of Total Quality Management (TQM) is the direct outcome of these forces. Before implementing a TQM system the firm must first assess its current quality posture. Surveying employee attitudes and perceptions about quality and related issues is the first step in implementing a TQM system. Part One provides an overview of the design, administration, and analysis of the survey as well as implications of survey results for the firm's quality program. Part Two provides a detailed discussion of sampling procedures, sample size decisions, and analysis of the results of the survey. Part Two also includes a sample questionnaire which can be used in employee attitudes surveys.     

Just Do It: Deniability and Renegades

When a "corporation" engages in unethical activity it is frequently difficult to determine whether the responsibility for such an action properly lies with management or should rather be ascribed to the employee engaged in the activity. In this paper I argue that managers ought to be held responsible for the moral environment in which employees work and that this be achieved through the implementation of a morals audit which focuses on the process of achieving objectives rather than on results.     

The Just Price: Three Insights from the Salamanca School

In the sixteenth and seventeenth centuries, members of the Salamanca School engaged in a sustained and sophisticated discussion of the issue of just prices. This article uses their contribution as a point of departure for a consideration of justice in pricing which will be relevant to current-day circumstances. The key theses of members of this school were that fairness of exchanges should be assessed objectively, that the fair price of an article is one equal to its ‘value’, and that the best indicator of that value is the price that article commonly fetches in an open market. This article tries to bring to light the attractiveness of those views in order to guide current practice by contrasting them with alternative views, showing their connection with intuitively attractive basic standards, and linking them to commonly shared intuitions.     

可持续消费——绿色乌托邦?

在我们对中小企业做社会责任理念推广的时候，经常碰到一个令人尴尬的问题：“我们做的是可持续产品，可是我们的产品比那些廉价劣质的产品难卖多了”。怀着一腔热血，更为了营造可持续产品的良好市场环境，我们尝试协助他们推广可持续产品，倡导可持续消费，每每和业内人士交流，第一反应是“好事情”，接下来就是“不好做”；事实也确实如此。我们和方方面面的人士交流过，大家给的定义就是“难以实现的好事情”。其实，可持续消费和企业社会责任一样，相当多的消费者在现实中有着很多的具体行为，只不过很多被冠以节约消费或者奢侈消费。     

TQM视角下提升地铁企业竞争力的管理模式研究

企业全面质量管理能够使地铁企业运营成本大幅度降低,服务质量大为提升,员工满意度得以提升和自主化管理意识增强。其基本思路是以顾客为中心,围绕顾客服务的目标,建立以全面质量管理为核心的人力资源保障机制,以过程和结果为导向,注重全员参与,全面改进公司现有的质量管理模式,最终实现企业与顾客的双满意。     

Sternberg,E., Just business: Ethics in Action

Teaching Business Ethics -