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Introduction

Total quality management is defined as a properly structured and complete  method of organization management that aims at improving the quality of  services and products through continuous evaluation. Evaluation is mostly based on the feedback received from consumers. This paper analyses how two organizations in the United Arab Emirates implement principles of TQM in their service delivery.  The two organisations evident in the UAE are the Emirates Radio Amateur Society (EARS) and the Middle East Public Relations Association (MEPRA), both of which are profit-oriented organisations. MEPRA deals with the representation of the interests of the public relations that aims at setting the performance standards of the consultancy firms in the United Arab Emirates, while the EAS deals with the interests of amateur radio operators in collaboration with the social affairs ministry. Both organisations are champions of implementation of the strategic plans by the government where as much as the EARS deals with setting the standards for enthusiastic amateur radio presenters to ensure proper coverage of events happening in the UAE.  The MEPRA deals with setting the standards of performance of contracts in consultancy for the general development and implementation of government projects. The elements of organisational structure evident in the two organizations are outsourcing and collaboration with other relevant organisation for implementation of their goals.

Implementation Strategies

Both forms of organisation use the implementation strategy of volunteering to reach out to their objectives. This is through service delivery without the intention of profitable ends. This strategy is relevant in the roles of the organisations since they are not oriented in terms of business, but to oversee through the performance of business organisations. This implies that the organisations act as intermediaries in the success of other organisations in that they ensure sustainability within the respective organisations under their jurisdiction. For instance, MEPRA is an organ that oversees implementation of the strategic goals of the consultancy companies with a view of creating harmony within the audit budgets of the consultancy companies. In this case, the consultancy companies benefit from the services of the MEPRA organisation, while the organisation in itself is non-profit. On the other hand, the EARS is an organisation geared towards the management of interests of the amateur radio presenters where the entire focus is on achievement of their plight through selfless training for acquaintance of skills in the relevant area of deliberation. The organisation does not aim at its own personal benefits, but to benefit the nation as a whole through management of systems of acquaintance of knowledge among the people through training of the presents. It is evident that both organisations work for the benefit of the people more than there own benefits (Myszewski, 2012).

The other vital implementation strategy that is evident in both organisations is creation of financial sustainability since this forms the factor that determines existence of any organisation. This is through sourcing for funds from the government for running of activities. This sustainability strategy is profound in their areas of deliberation through creation of employment for the trainees. These trainees are selected in form of criteria that sees employment of talented but untrained staff as opposed to hiring of expatriate staff, which might prove costly. For instance, the trained amateur presenters in EARS form part of the employment staff, where they engage the lessons acquired in training other prospective trainees. On the other hand, the MEPRA organisation deals with expatriates who oversee the coordination of activities in the consultancy firms. Most of the employees in the organisation are trained locally to minimise the costs of professional staff. This is in view of creation of sustainability within the organisation.

The element that differs within the organisation in implementation strategies lies in the recruitment strategies, where as much as EARS uses the tool of outsourcing for cheap labour prospects, the MEPRA designs recruitment strategies that purely involves scrutiny of the skill without necessarily considering low labour prospects. This is because the EARS deliverables include training of the non-professional staff, which gives room for advancement in low labour areas, while MEPRA synthesises the need for professional workers to serve in consultancy firms. This implies that as much as EARS has the involvement of training of the amateur presenters, the services at MEPRA require already trained workers, which gives no room for outsourcing in low labour areas but seek for recruitment through competence. This is aspect of competence of staff is what differentiates the implementation strategies evident within the organisations (Fernando, 2011).

The other element that differentiates the organisations in terms of implementation strategies is working for charity, which is a form of funding to the community. EARS has a long term trend of organising shows for enlightenment of the community on arising matters since it falls under the ministry of social affairs while MEPRA is entirely based at its organisational level, where it deals mostly with relevant consultancy firms. His aspect of give back to the community evident in EARS is essential in highlighting potential harbours for labour. This is to mean that the charitable events help in reaching out for potential sources of both labour and amateur presenters, giving it a broad spectrum of performance. This element is also a factor that underpins its rapid growth and expansion to include remote areas, where other organisations like MEPRA would not thrive.

Soft TQM

The EARS organisation is evidently a pioneer of the soft total quality management since it deals with empowerment of employees. This is through training of the employees to cultivate the best out of their talent. Moreover, this factor determines its performance in relation to increased recruitment exercise, while the proficiency of the trained employees is commendable. Conversely, the soft TQM factors evident in MEPRA is the customer focus, where the organisation deals with this factor indirectly as a third party, while in EARS, this factor is a fist party deliberation.  This is to imply that as much as the customer focus in EARS involves direct contact with the amateur presenters, the essence of customer focus in MEPRA is through colluding with the consultancy firms to provide the best for their customers as opposed to satisfaction of customers directly. This also means that in total quality management, EARS might determine its own results from the consumers while MEPRA has a chain of follow-up before reaching its consumers.  On the TQM factor of employee empowerment evident in EARS is such that they empower their own employees, who are the presenters to be, while MEPRA explores this factor of empowerment through empowerment of the consultancy firms. This aspect is makes the organisational structure of soft TQM to differ in the companies due to direct and indirect responsibilities of soft TQM factors (Evans, et, el, 2012).

Hard TQM

Consequently, the hard TQM factors that portray differences in the organisations are the critical path analysis, which is more elaborate in the MEPRA organisation bearing in mind that this organisation is charged with the responsibility of evaluation of performance of consultancy firms (Deming, 2009). The critical path analysis mode of hard TQM is essential to the organisation as it helps in analysis of time taken for completion of projects undertaken by consultancy firms. This is also critical in analysing the competence of the firms to aid in subsequent bids for or against the firms. Overly, this is a tool for determining the preferences of the consultancy firm, where the les competent organisations are not considered for future contracts. This gives the best results out of projects from analysis of the hard total quality management. Conversely, this aspect is not fully explored in EARS where evaluation of performance is in relation to the tree decision diagram, which gives a chance to follow up of protocols in the times of discretion.

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