The TQM Concept


Total quality management (TQM) is an enhancement to the traditional way of doing business. It is a proven technique to guarantee survival in world class competition. Only by changing the actions of management will the culture and actions of an entire organization be transformed. TQM is for the most part common sense. Analyzing the three words, we have:

Total—Made up of the whole

Quality—Degree of Excellence a product or service provides

Management—Act, art, or manner of handling, controlling, directing, etc.

Therefore, TQM is the art of managing the whole to achieve excellence. The Golden Rule is a simple but effective way to explain it: Do unto others as you would have them do unto you.

TQM is defined as both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organization. It is the application of qualitative methods and human resources to improve all the processes within an organization and exceed customer needs now and in the future. TQM integrates fundamental management techniques, existing improvement efforts, and technical tools under a disciplined approach.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Riding theWaves of Change


Knowing the rules for riding the waves in the ocean can teach us how to ride the waves of change whether they are rolling into New York, Paris, or Baghdad. The future is coming toward us like enormous waves of change. Set after set after set they are getting bigger and coming faster. The surf is up from California to Bangkok to Vienna to Karachi. But how do we respond is a matter of choice. We can stay on the beach or get into the water.

 The future belongs to those who decide to ride; to those who have the courage to paddle out where the big ones are breaking; to those who welcome the unexpected. Enable yourself to embrace the waves of change, seeing them as exciting and challenging rather than intimidating and threatening. Learn unconventional rules for breaking out of old modes and mind-sets so that we can take effective risks, constantly innovate and continually be on our edge. Follow simple yet effective unconventional wisdom will make your work and your life richer, more rewarding and fulfilling. You’ll find that riding the wave of change is the most exciting and exhilarating way to your life. Ride this wave.

 My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

The Androgynous Manager


Clearly, the corporate world is still a man’s world. Under this male-bastion model, corporations, for a number of reasons, are losing out as much as women. Every corporation wants the most competent people woking on their side. But companies which permit themselves the luxury of unconsciously sexist attitudes lose out on a wealth of talent which resides equally in men and women. That is simply bad for business.

 When women and men are segregated in the workplace, formulating stereotype of each other’s behavior, they can become blind to genuine abilities each possesses. Women, for example, are rarely considered great-deal-makers.

 But women are actually more flexible, less deceptive, more emphatic, and more likely to reach agreement, while men are just the opposite. When a man visualizes a negotiating situation, he sees it as a one-shot deal to win or lose, like a sport or a game. A woman sees it as part of a long-term relationship. Since most business situations involve long-term relationships, the female approach is more productive.

 But in the information society, as the manager’s role shifts to that of the teacher, mentor, and nurturer of human potential, there is even more reason for corporations to take advantage of women’s managerial abilities, because these people-oriented traits are the ones women are socialized to possess.

 The problem is that most women feel that they must be more like men if they are too succeed in a male-dominated corporate environment and that is a mistake both for women and for companies.

 The appropriate style for the manager of the 80s was an androgynous blend, one that combined the best of traditional male and female traits.

 Men and women should learn from one another without abandoning successful traits they already possess. Men can learn to be more collaborative and intuitive, yet remain result-oriented. Women need not give up being nurturing in order to learn to be comfortable with power and conflict. Women can transform the workplace by expressing, not by giving up their personal values.

 My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Tall or Flat Organizations


“Tall” organization structures are characterized by more levels of managers and supervisors than are comparably sized organizations having “flat” structures. The spans of authority are narrower in tall structures than a flat ones. From the organization’s point of view, tall structures provide more control and direction than do flat ones; from the employee’s point of view, they are more restrictive and offer fewer opportuities to make decisions and exert initiative. The organizations make it possible for managers to keep in touch with their area and people more closely, because they have fewer subordinates and a narrower area to supervise. Centralized or decentralized structures also influence the degree of freedom the managers and employees have in various organizational divisions.

 My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Managing Diversity


Managing Diversity meanstaking steps to maximize diversity’s potential advantages while minimizing the potential barriers—such as prejudice and bias—that can undermine the functioning pf a diverse workforce.

 In practice, diversity management involves both compulsory and voluntary management actions. First, there are are laws requiring that employers minimize discrimination at work. But while such compulsory actions can reduce the more blatant diversity barriers, blending a diverse workforce into a close-knit and thriving community also requiresvoluntary steps. Five sets of voluntary organizational activities are at the heart of any diversity management progra,. They are:

a)    Provide strong leadership. Chief executives who champion diversity typically have companies with exemplary reputations in managing diversity. Leadership here means, for instance, taking a strong personal stand on the need for change and becoming a role model for the behaviors required for the change. Some firms are more proactive than others.

b)   Assess he situation. The company must assess the current state of affairs with respect to diversity to delivery management. This might entail administering surveys to measure current attitudes and perceptions towards different cultural groups within the company. Tools for measuring diversity include equal employment hiring and retention metrics, employee attitude surveys, management and employee evaluations, and focus groups.

c)    Provide diversity training and education. The most commonly utilized starting point for … managing diversity is some type of the employee education program.

d)   Change culture and management systems. Change the performance appraisal criteria to measure supervisors based partly on their success in reducing intergroup conflicts.

e)    Evaluate the managing diversity program. Do the employee attitude surveys now indicate any improvement in attitudes towards diversity?

 My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Causes of New Product Failure


Many new products with satisfactory potential have failed to make the grade. Many of the reasons for new product failure relate to execution and control problems. The following is a brief list of some important causes of new product failures after they have been carefully screened, developed and marketed.

  1. No competitive point of differene, unexpected reactions from competitors, or both.
  2. Poor positioning.
  3. Poor quality of product.
  4. Nondelivery of promised benefits of product.
  5. Too little marketing support.
  6. Poor perceived prices/quality (value) relationship.
  7. Faulty estimates of market potential and other marketing research mistakes.
  8. Faulty estimates of production and marketing costs.
  9. Improper channels of distribution selected.
  10. Rapid change in the market (economy) after the product was introduced.

 Some of these problems are beyond the control of management; but it is clear that successful new product planning requires large amounts of reliable information in diverse areas. Each department assigned functional responsibility for product development automatically becomes an input to the information system needed by the new product decision maker. For example, when a firm is developing a new product, it is wise for both engineers and marketers to consider both the kind of market to be entered (e.g., consumer, organizational, international) and specific target segments. These decisions will be of paramount influence on the design and cost of the finished good, which will, of course, directly influence, price, sales, and profits.

 My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Expertise


Whaereas intelligence is a feature attributable to most people, expertise is a scarcer commodity. This scarcity gives expertise its value and makes attempting to capture expertise worthwhile. The skills needed to process a company’s payroll would not, for example, be considered expertise. Although it may make sense to program this task, the ability to process payroll is not rare. Certain areas of expertise have more practical value than others. For example, expertise in deciphering Egyptian hieroglyphics may be scarce but is of less practical value than expertise in strategic management or auditing.

 The difficulty in acquiring expertise is what usually contributes to its scarcity. Expertise must be obtained from some source (e.g., an expert). Most companies make use of expertise either by acquiring it temporarily in the form of consultants or by sending a seasoned employee from site to site.

 One of the problem in defining expertise is understanding exactly what knowledge the expert has acquired and how it can be used. Expertise can be the ability to interpet Egyptian hieroglyphics, diagnose certain diseases, or formulate a strategic plan. For computers to perform specific tasks, they must be programmed to stimulate features of expertise. The goal of an expert systems development poject is to understand and embed scarce expertise in the computer program and use it to solve specific problems.

 The first question that must be answered concerns where to find the required expertise. The time spent answering this question, acquiring the relevant knowledge, and then encoding it in a program constitutes the bulk of the development effort.

 My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Documenting the Need for Change


Once a change opportunity has been clearly defined, the boundaries clarified, and the participants identified, an analysis of the change opportunity should be made. In order to prepare for analysis and further clarity the nature of the change opportunity, data and information to be used in analysis are collected and compiled. Documenting the need for change requires collection of data that indicate the number of people affected by the problem need, or issue. Such data can be collected through the use of various needs assessment procedures.

 My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Manage for Consistency


Most companies would prefer to grow steadily at a healthy rate rather than doubling in size one year and losing money the next. No one can manage this kind of schizophrenia effectively with any long-term success, and no one should try. Next to profitability, the most important goal a company should strive for is consistency.

If flexibility is the means, then consistency—of performance and growth—is the end. This sounds like something of a contradiction. If one is being flexible how can one be consistent? In fact, not only are they compatible, but a flexible, responsive management virtually guarantees consistency. It is inflexibility that causes erratic behavior. A company goes on for too long adhering to all the old rules and outdated modes of performance. Then one morning someone wakes up, panics, overreacts, and throws out all the rules. That can make people nuts.

To manage consistently you have to behave consistently. Even if people don’t like what you are saying, they still want to know where you are coming from.

Inconsistency in management breeds all sorts of unnecessary anxieties in the people being managed. There are enough legitimate anxieties in business without adding to them by not letting people know where you are coming from.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

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