基于TQM理论的物业服务质量管理模式研究

物业管理企业的管理对象虽是"物",服务对象却是"人".服务质量管理水平的高低影响着物业管理企业的收益和发展.本文将全面质量管理理论(TQM)应用于物业服务质量管理,建立了物业服务质量管理的层次结构模型和流程管理模型.通过全面质量管理,有助于进一步提高物业企业服务质量,增强核心竞争力.     

全面质量管理的新发展

本文通过对全面质量管理在市场经济条件下的重要作用和新发展，结合论述了在激烈竞争的市场经济条件下，企业开展全面质量管理活动的必要性，并从八个方面论述了企业应如何开展全面质量管理，以提高适应市场竞争能力和自身发展的需要。     

从实际出发深化全面质量管理

论述了全面质量管理与 Ｉ Ｓ Ｏ９０００ 标准的关系， 强调指出：我国存在着各种不同类型、处于不同发展水平的企业，因此不能只宣贯一种模式；企业应认真分析自己的实际情况，选择最适于自己的质量模式     

全面质量管理与企业再造工程

分析了全面质量管理企业再造工程之间的内在联系和主要区别，指出企业再造工程并不是全面质量管理的取代者，全面质量晚适合我国企业，再造工程可作为企业深化全面质量管理的一种特殊工具。     

The Role of Training in Achieving TQM in Restaurants

Abstract

TQM, and its application to the hospitality and tourism industries, has begun to receive more attention in the literature. However, few articles focus exclusively upon TQM in the restaurant industry and fewer still have examined the relationship between TQM and employee training. This article examines this relationship through interviews with managers with two prominent restaurant chains in Canada.     

Total quality management as competitive advantage: A review and empirical study

Total Quality Management (TQM) has become, according to one source, ‘as pervasive a part of business thinking as quarterly financial results,’ and yet TQM's role as a strategic resource remains virtually unexamined in strategic management research. Drawing on the resource approach and other theoretical perspectives, this article examines TQM as a potential source of sustainable competitive advantage, reviews existing empirical evidence, and reports findings from a new empirical study of TQM's performance consequences. The findings suggest that most features generally associated with TQM—such as quality training, process improvement, and benchmarking—do not generally produce advantage, but that certain tacit, behavioral, imperfectly imitable features—such as open culture, employee empowerment, and executive commitment—can produce advantage. The author concludes that these tacit resources, and not TQM tools and techniques, drive TQM success, and that organizations that acquire them can outperform competitors with or without the accompanying TQM ideology.     

The power of quality models: The example of the SIQ model for performance excellence

Most contemporary total quality management (TQM) practice is influenced, directly or indirectly, by structured, acontextual and standardized quality models. The present paper focuses on the strategic introduction of one such model, namely the Swedish Institute for Quality (SIQ) model for performance excellence, in a Swedish public-sector organization, which we refer to as ‘the Authority.’ We take our theoretical stance from Foucault's concept of ‘power/knowledge.’ In describing the case, we focus on the management team of one of the Authority's ten regions. Our analysis shows the members of the management team using the SIQ model to objectify both the organization and themselves as managers. However, contrary to many critical or managerial accounts, the SIQ model was not totalizing: management subjectivities changed but were not entirely reconstituted, and some resistance to them was generated by the members of the management team, in their role as professionals.     

Striving for quality: The key role of internal and external customers

This research suggests that the concept of customer orientation is at the core of a successful quality program. Based both on a series of interviews conducted at a Baldridge Award winning company and on past literature support, it is shown that in addition to an external customer orientation, an internal customer orientation plays a strategic role in the achievement of high quality standards throughout the organization. Several recommendations are proposed to foster the development of an internal customer orientation—a concept which has been largely neglected in the quality management literature.     

论卓越经营模式与6西格玛的互补、兼容和整合

本文基于对质量管理发展历史的回顾，分析了卓越经营模式和6西格玛这两个当代质量管理前沿理论的内涵和特点，论述了二者之间的互补和兼容关系，提出了企业如何进行整合推进的策略建议。