Академический Документы
Профессиональный Документы
Культура Документы
Pamela Staggs
Regent University
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JOL Journal of Organizational Leadership
1999, Vol. 1, No. 1, pp. 5-17
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Strategic Planning
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JOL Journal of Organizational Leadership
1999, Vol. 1, No. 1, pp. 5-17
the problems that stimulated concern In the past, quality was defined by
for quality in private enterprise” Congress or the government
(Bowman & Hellein, 1998, p. 114). bureaucracy, not the citizen customer
While it would appear that public sector (Ehrenberg & Stupak, 1994).
organizations, such as government “Customers want shorter leadtimes, on-
agencies, have a captive client base, in time performance, unsurpassable
reality that is not true. Delivery of quality and a good price to round out
some services, even essential service, the value equation” (Donovan, 1994).
lends itself to alternative forms of As in the private sector, this is true in
service deliver such as privatization the public sector. A frustrated public is
(Patton & Daley, 1998). Other demanding an improved quality of
alternatives also exist for the delivery of services, and a higher level of
services, and the provisioning of participation in the process of defining
programs, although no longer directly quality services (Ehrenberg & Stupak,
delivered by the government entity, they 1994). This becomes an increasingly
may continue to be centrally managed complex task, because while the public
by them (Ehrenberg & Stupak, 1994). is demanding improved quality of
Moreover, “potential customers – both services, they are simultaneously
businesses and individual citizens – protesting any increase in the tax
may choose another city in which to burden (Dobbs, 1994). This dichotomy
relocate” (Patton & Daley, 1998, p. often occurs because the client desiring
120). “Quality is recognized as a the service, may be different then the
strategic advantage by most executives” customer paying for the service (Swiss,
(Barclay, 1993, p. 92). Furthermore, 1992). Nevertheless, government
customer satisfaction provides a organizations must somehow strike a
substantial competitive advantage balance between these two, frequently
(Donovan, 1994) and just as private conflicting, requirements (Swiss, 1992).
sector agencies are seeking this
advantage, public sector agencies need The task if further complicate
it as well. because, in a government setting, a
successful implementation of TQM that
Applying TQM to a service only considers the direct client, without
organization, requires special considering the desires of the general
consideration because the service is public, the taxpayer, may actually do
typically produced and consumed at more harm than good (Swiss, 1992).
the same time (Swiss, 1992) . In the Public sector organizations have limited
1990s, the private sector service autonomy over their direction; the
industry, represented by political process often determines which
telecommunication, banking, insurance initiatives and goals a public sector
among others, began to espouse TQM organization pursues (Vinzant &
(End of the road for TQM, 1997). Many Vinzant, 1996) . One of the strengths
of these industries had public sector that TQM brings to a government entity
counterparts which then began to is that customers and desired outcomes
examine TQM more closely as a viable are defined (Levin & Helper, 1995).
method to improve their service delivery Clearly understood desired outcomes
(Dobbs, 1994). At the federal level, the can aid in avoiding unexpected negative
Nation Performance Review endorsed consequences in regard to achieving
the TQM approach (End of the road for improved customer satisfaction while
TQM, 1997). missing the mark on organizational
goals as defined by the organization’s
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Strategic Planning
mission, and the political process (Levin winning firm” (End of the road for TQM,
& Helper, 1995). 1997, p. 62).
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JOL Journal of Organizational Leadership
1999, Vol. 1, No. 1, pp. 5-17
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Strategic Planning
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JOL Journal of Organizational Leadership
1999, Vol. 1, No. 1, pp. 5-17
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Strategic Planning
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JOL Journal of Organizational Leadership
1999, Vol. 1, No. 1, pp. 5-17
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Strategic Planning
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JOL Journal of Organizational Leadership
1999, Vol. 1, No. 1, pp. 5-17
Ehrenberg, R.H., & Stupak, R.J. Maresh, S.A. (1993). The key to TQM
(1994). Total quality management: Its and world-class competitiveness -
relationship to administrative theory Part I. Quality, 32(9), 37-39.
and organizational behavior in the
Messmer, M. (1992). Rightsizing, not
public sector. Public Administrative
downsizing. Industry Week, 241(15),
Quarterly, 18(1), 75-98.
23-26.
End of the road for TQM(1997).
Patton, K.R., & Daley, D.M. (1998).
Government Executive, 29(7), 62-63.
Gainsharing in Zebulon: What do
Ferris, S.F., Quint, R., & Sant, R. workers want? Public Personnel
(1998). Financial theory and practice Management, 27(1), 117-131.
in the application of TQM: The case of
Rago, W.V. (1996). Struggles in
IBM Rochester. Journal of
Transformation: A study in TQM,
Management Issues, 10, 13-29.
leadership, and organizational culture
Forest, L.I. (1997). Fulfilling the in a government agency.
strategic promise of shared services. Administrative Change, 56(3), 227-
Strategy & Leadership, 25(1), 20-24. 234.
Giordan, J. (1995). "The vision thing" - Rand, J.F. (1995). Learning precedes
The key to sustainable competitive ownership. Executive excellence,
advantage. Research Technology 12(16), 16.
Management, 38(5), 8-9.
Schaffer, D.S. (1993). Why total quality
Gustafson, D.H., & Hundt, A.S. (1995). programs miss the mark. The
Finding of innovation research Journal for Quality and Participation,
applied to quality management 16(5), 17-18.
principles for health care. Health
Scholtes, P.R. (1999). The new
Care Management Review, 10(2), 16-
competencies. Total Quality
33.
Management, 10(4&5), S704-S710.
Harari, O. (1997). Ten reasons TQM
Schonberger, R.J. (1992). Is strategy
doesn’t work. American Management
strategic? Impact of total quality
Association, 86(1), 37-43.
management on strategy. Academy of
Hendricks, C.F., & Triplett, A. (1989). Management Executive, 6(3), 80-87.
TQM: Strategy for '90s Management.
Swiss, J.E. (1992). Adapting Total
Personnel Administrator, 34(12), 42-
Quality Management: TQM to
48.
government. Public Administration
Hequet, M. (1995). TQM at city hall. Review, 52(4), 356-362.
Training, 32(2), 58-63.
Tatikonda , L.U., & Tatikonda, R.J.
Hirschfelder, R. (1997). The driving (1996). Top ten reasons our TQM
force was quality for this award effort is failing to improve profit.
winning city. The Journal for Quality Production and Inventory
and Participation, 20(4), 48-54. Management Journal, 37(3), 5-9.
Levin, D.I., & Helper, S. (1995). A Thomas, K., & Thomas, K. (1996).
quality policy for America. TQM can be DOA without a proper
Contemporary Economic Policy, 13(2), communications plan. The Journal
2 6-37. for Quality and Participation, 19(2),
32-35.
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