International Journal of Quality research

UDK – 378.016:005.6
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“Integrated Quality Management“

6WHYDQäLYRMLQRYLü As a Subject in Higher Education Curriculum

-3(OHNWURSULYUHGD6UELMH Abstract: The importance of introduction of “Integrated

Serbia quality management” into higher education curriculla arises
from the need for students to grasp synergetic application of
new and advanced approaches to theretical and practical
management, quality and process based management in
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improves conformity and linking of all levels in management
hierarchy (normative, strategic and operational) toward
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curriculum is proposed (as a contribution to a map of
necessary knowledge to be expected from prospective
quality personnel) with appropriate topics in accordance
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management concepts and methods.
Keywords: quality, management, integration, education,
concepts, mathods, business success

1. INTRODUCTION
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link in the chain of creation of new knowledge
necessary for successful development and
implementation of philosophy of quality in
organisations and in society. There is a growing
need for education, in particular related to
process based quality management, which
would result in competency for understanding
issues and relations in the processes of value
creation so that processes can be controlled
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explanation, forecasting and application.
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technological, economic and social progress
resulted in key importance of competency
education into the focus, particularly in
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HIIHFWLYHQHVV RI WKDW SURFHVV  SXUSRVHIXO
education which is fundamentally effective
with regard to organizational objectives.
In a situation where knowledge
of management and quality is inadequate,
education curricula need constant inovation
and improvement. Surveying the curricula
of management schools in the region, it has
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emphasis of advanced management concepts
utilized in developed world and in particular
their synergetic integration. For quite some
time, among experts and scientists, and also
at some prestigeous european universities
NQRZOHGJH DSSOLFDWLRQ SUR¿FLHQF\ DQG 6W *DOOHQ ± 6ZLW]HUODQG VLJKWV KDYH EHHQ
work ethic) for competitiveness of modern redirected form quality management towards
organizations. Importance of competency LQWHJUDWHGTXDOLW\PDQDJHPHQW,40
brings knowledge acquisition through

Vol. 1, No.1, 2007 87

 focused management or business performance
2. INTEGRATED QUALITY
MANAGEMENT CONCEPT
Change management becomes central
problem at the dawn of the third millenium,
in an environment ever more turbulent and
economy ever more complicated. Which
management philosophies, strategies,
approaches, concepts, programs and methods
to use – becomes the key question for enterprise
survival and growth. New operational and
transformational strategies are formulated
and steadily improved, through programs
and methodologies, to satisfy the needs of
enterprise for sustainability and success.
management ;9= DQG ODWHU LQWHJUDWHG TXDOLW\
management concept ;11=. IQM is focused
on the importance of attaining business
results through synergetic integration of
advanced approaches and good practise,
under “conceptual umbrella” of quality
management.
Within itself, it comprises all
accumulated experience of management
development, as the practise teaches us that
utilising several managerial approaches results
in a more complete business success, such as
;2-8, 10, 12-15=:
v Marketing strategy requires and
emphasizes orientation to market and
FRQVXPHUV
The recurring theme of so-called v -XVW,Q7LPH-,7FRQFHSWXQGHUOLQHV
quality revolution refers to regarding quality the importance of process management
not as a pure formality but indeed the central and quality through information
notion of managing. Quality Management integration, production segmentation
40 LV D EXVLQHVV SKLORVRSK\ DLPLQJ DW DQGV\QFKURQL]DWLRQRISXUFKDVLQJ
attaining improved business performance. v 4XDOLW\0DQDJHPHQW6\VWHPV406
QM application assures product quality based on international standard series
consistent with user requirements, high ISO 9000, provides a baseline for
HI¿FLHQF\ LQ EXVLQHVV SURFHVV PDQDJHPHQW IXWXUHLPSURYHPHQWV
higher conformance of strategic and operative
management as well as suitable framework
for application of other advanced concepts in
attaining business objectives.
Survival and growth can be attained
by businesses which readily adapt to the
requirements of the demand, offer appropriate
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the customer just in time or faster than others.
Strategic steering and holistic approach
v 7RWDO 4XDOLW\ 0DQDJHPHQW 740
is oriented to customers, processes
and people, requiring employees to
be competent and to also be suppliers
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v Lean management is oriented
to no-value activities, forming
enterprise networks, constant quality
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v Business Process Reengineering
to success factors – quality, cost, time and %35 LQFOXGHV IXQGDPHQWDO
ÀH[LELOLW\ ± KDYH WKH DELOLW\ WR LPSURYH improvement of entire business using
competitiveness and business performance. LQIRUPDWLRQWHFKRORJLHV
Numerous approaches to management v Six Sigma concept is continuous
aimed at attaining the basic business LPSURYHPHQWE\GHIHFWHOOLPLQDWLRQ
objective of the organization – better business v %DODQFHG 6FRUHFDUG %6& FRQFHSW
performance – being not contradictory but is aimed at holistic view of business
FRPSOHPHQWDU\WKHLULQWHJUDWLRQ¿UVWUHVXOWHG performance geared toward vision
in integrated management concept ;1= DV and strategy and

88 6äLYRMLYRYLü
 v Knowledge Management and demands, market standing and key
Intelectual Capital Management is VXFFHVV IDFWRUV QHZ DQG H[LVWLQJ
focused on creation, acquisition, SRWHQWLDOVDQG
transfer and use of knowledge as well v operative management – product
as intellectual property value. UHDOLVDWLRQSUR¿WFRVWDQGLQYHVWPHQW
IQM concept is based on dynamic
management principles, which entail constant
business improvement on the one hand and
consideration for management hierarchy on
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Each of the three management levels
contributes to harmonization of quality
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diversity, scale variations and time to delivery,
the other, making the organization responsive
to unexpected demands from customers and
business environment.
Application of IQM concept results in
connecting and alignment of all organizational
management levels, regardless of differing
planing horizons, complexity and competency,
to fundamental orientation and business
objectives. Management hierarchy refers to:
v normative management – philosophy,
dynamics, organizational structure
DQG FXOWXUH VXUYLYDO DQG JURZWK
HWF DQG VLPXOWDQHRXVO\ FRUUHODWHV ZLWK WKH
environment, business strategy, organizational
structure, management systems, human factors
and business performance.
Complexity and multidimensionality of
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for achievement multifaceted goals by
multidisciplinary effort in empowering the
organization to respond and even originate
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alignment to market conditions, customer
requirements and other interested parties.
DELOLWLHV
v strategic management – customer

Vol. 1, No.1, 2007 89

3. FUNDAMENTAL OBJECTIVES OF
STUDYING IQM SUBJECT
Every educational curriculum starts
from study objectives to be achieved during
the learning process. Students of “Integrated
quality management” should:
v get acquainted with the fundamentals
of up-to-date approaches and recent
tendencies in management theory and
practise, and thereby gain a perspective
on the importance of integrated quality
management for attaining the fundamental
goal of the enterprise – business success,
v understand the role of modern manager,
i.e. to manage ever more complex and
dynamic business environment, and
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management concepts and methods. Within
basic divisions, detailed content of topics
is provided as a contribution to the map of
necessary knowledge expected from quality
personnel – managers and experts.
Literature list provided at the end
can serve as a starting point in surveying the
subject of IQM.
4.1 Integrated quality management and
business success
v 'H¿QLWLRQ RI FRQFHSWV DQG WKHRUHWLFDO
directions in management
- Management as a phenomenon,
management systems and quality,
hierarchical levels of management,
basic management functions in
general, fundamental role of the
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PHWKRGV HWF WR V\QHUJHWLFDOO\ XVH WR
- Classical, neoclassical and modern
enable the organization to survive and
theories of organization and
grow,
management,
v acquire integrated knowledge of advanced
- Current options of management
management concepts, as a synthesis of
in improving competitiveness and
good practise within quality framework,
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which are indispensable in problem
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solving and successful leadership of
vBusiness system, its environment and
the organization through alignment and
technology
connecting normative, strategic and
- System and contingent approach,
operative management, and
organizational adaptation and
v grasp the aspects of process oriented
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integrated quality management, to
- Environment and technology, trends,
encourage and develop a basis for effective
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application in building internal capability
RI WKH HQWHUSULVH WR HI¿FLHQWO\ DGDSW WR
4.2 Development of advanced management
environment and customer requirements.
concepts and methods
manufacturing and information
4. IQM SUBJECT CONTENT
technology, social responsibility of
Literature in subject area covers
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more or less similar content related to QMS
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,62VWDQGDUGLPSOHPHQWDWLRQRU
process approach.
IQM subject content presented in this
paper is similarly formulated and adapted to
meet expectations and stated studying goals,
with more emphasis on various advanced
90
on strategy, organizational structure,
management systems and performance,
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v Organizational model and integrated
quality management concept
- Model of relations between
6äLYRMLYRYLü
 organizational variables zero quality control, rationalisation
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SURFHVV DQG EHKDYLRUDO DQG  /HDQ PDQDJHPHQW FULWHULD QHWZRUN
EXVLQHVVSHUIRUPDQFH enterprise creation, constant quality
- Change management paradigm improvement and cost cutting, “20 keys”
and exposure to „time scissors“ IRUVXFFHVVIXOHQWHUSULVHFUHDWLRQ
effect, operative programs and v6SHFL¿FPDQDJHPHQWV\VWHPV±IRU
transformational methodologies TXDOLW\406DQGRWKHUPDQDJHPHQW
for sustainable and successful systems
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- St. Gallen concept – integrated VWDQGDUG,62±SULQFLSOHVWHUPV
management and process oriented process model, general requirements,
LQWHJUDWHGTXDOLW\PDQDJHPHQW top management responsibility, resource
- Practical guidelines for management, product realization,
management concept and method measurement, analysis, improvement,
application through basic quality HWF
management principles for  (QYLURQPHQWDO PDQDJHPHQW ,62
DWWDLQLQJ ¿QDQFLDO DQG HFRQRPLF +HDOWKDQGVDIHW\PDQDJHPHQW
HIIHFWV 2+6$6DQGRWKHUPDQDJHPHQW
v Marketing strategy systems, standardized or non-
- Marketing concept, strategic and VWDQGDUGL]HGVRFLDOUHVSRQVLELOLW\ULVN
marketing management, market ¿QDQFLDOHWF
and customer orientation, total
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quality in marketing, marketing
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customer satisfaction, customer,
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process and people orientation, quality
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costs, internal and external customers,
analysis, customer behavior and
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loyalty, demand forecast, added
PHWKRGRORJ\
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- National models of business excellence
v JIT concept (XURSHDQ ± ()40 86$ ± 0DOFROP
- Logistic systems and management Baldridge National Quality Award,
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GLVWULEXWLRQ  4XDOLW\ PHWKRGV WRROV DQG
- JIT concept of timely manufacturing and techniques: Ishikawa diagram
logistics as a program of improvement FDXVH ± HIIHFW 63& 6WDWLVWLFDO
in productivity and competitiveness 3URFHVV &RQWURO )0$ )DLOXUH
EDVLF SULQFLSOHV JRDOV PRGXOHV DQG 0RGH $QDO\VLV ± SRWHQWLDO GHVLJQ
HOHPHQWV error detection , QFD – customer
vLean management perspective on quality planing,
 )RUGLVP WUDGLWLRQDO PDQXIDFWXULQJ 3DUHWRFKDUWHWF
DQGSRVWIRUGLVP7R\RWDPDQXIDFWXULQJ
v Business Process Reengineering (BPR)
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 %35LPSRUWDQFHSKDVHVFKDUDFWHULVWLFV
- Japanese manufacturing philosophy
and principles, application of BPR
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LQ 740 LQWHJUDWLRQ RI H[LVWLQJ
and dispersion in all parts of the process,

Vol. 1, No.1, 2007 91

 FRQFHSWV5(740%35EDVHG740 knowledge as organizing principle and
UHHQJLQHHULQJ ,740 LQWHJUDWHG application to various levels, activities
740 geared to improving competency and
- Management tools for improving GHGLFDWLRQFRUUHODWLRQ
EXVLQHVV HI¿FLHQF\ SURFHVVHV DQG - Learning organization and intelligent
DFWLYLWLHV%HQFKPDUNLQJ±FRPSDULVRQ RUJDQL]DWLRQFRQFHSWFKDUDFWHULVWLFV
ZLWK EHVWLQFODVV FRQFHSW %35 DQG knowledge base, relations to other
740 DSSOLFDWLRQ DSSURDFK HWF FRQFHSWVGLJLWDOLQWHUFRQQHFWLQJ
$FWLYLW\%DVHG&RVWLQJ$%0±FRVW 4.3 Normative and strategic management
disposition to activities and resources,
HWF v Vision, mission and strategy
v Six Sigma concept - Quality and competitive advantage,
 6L[ 6LJPD EXVLQHVV FRQFHSW JRDO quality in strategic management
essentials, phases, practice, advantages PRGHO
WR RWKHU FRQFHSWV EHQH¿WV SURMHFW - Focusing on success factors – quality,
implementation and maintenance of FRVWWLPHDQGÀH[LELOLW\
6L[6LJPDTXDOLW\ - Policies, strategies, programs and
 '0$,& 'H¿QH 0HDVXUH $QDO\]H TXDOLW\SODQV
,PSURYH &RQWURO PRGHO LQ 6L[
Sigma concept and process approach v Organizational structure
LPSOHPHQWDWLRQ 6,32& 6XSSOLHUV - Organization design, models and
,QSXWV3URFHVV2XWSXWV&XVWRPHUV parameters of organizational structure
diagram, statistical instruments in ZRUN VSHFLDOLVDWLRQ XQLW JURXSLQJ
PHDVXUHPHQWDQGDQDO\VLV – departmentalization, authority
v Balanced Scorecard concept (BSC)
- Performance management, business
success measurement and control
models: PP – performance prism,
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- Standardization of business elements
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- Flexible organizational structure
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SUR¿WDELOLW\+2%+HDUWRI%XVLQHVV DQGQHWZRUNRUJDQL]DWLRQPRGXODU
0RGHO±IRUSURFHVVFRPSHWHQFHLH YLUWXDOERXQGDU\OHVV
YDOXHDGGLQJDFWLYLWLHVHWF v Modern manufacturing organization
 %6& IRXU SHUVSHFWLYHV %6& RQ models
enterprise levels, information  &ODVVLFDO DQG ÀH[LEOH DSSURDFK
technology in BSC application, IUDFWDOPRGHO
aligning BSC to strategic management - Manufacturing segmentation
DQGDZDUGV\VWHP%6&VWUDWHJLFPDS FDSDFLW\ VHSDUDWLRQ ÀRZ
FRQFHSW optimization and group
vKnowledge Management (KM) and
Intelectual Capital Management (ICM)
 .0 DQG ,&0 LPSRUWDQFH
models, contents, advantages, key
factors, knowledge and intellectual
performance measurement,
RUJDQL]DWLRQ V\QFKURQL]DWLRQ RI
purchasing and manufacturing,
SDUWQHUVKLSVHWF
v Human resources and organizational
behavior
- Human resources in building a

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 ÀH[LEOHHQWUSULVH - KANBAN system – “Pull”
- Involvement and growth, principle.
competency acquiring, work
dedication, training and education v Information and decision system
for quality, motivation, satisfaction - Management information system
DQGFRPSHQVDWLRQRIHPSOR\HHV 0,6W\SHVQHHGVFRPSXWHULVDWLRQ
- Organizational culture, information-communication
organizational learning, leadership, decision - and QMS - support system,
WHDPZRUNTXDOLW\FLUFOHV 0,6LQ740HQYLURQPHQWHWF
- Computer Integrated Manufacturing
4.4 Operative management &,0FRQFHSWGHYHORSPHQWJRDOV
v Process management VWUXFWXUH VXEV\VWHPV DGYDQWDJHV
- Process approach or Process Based MIS integration in CIM.
0DQDJHPHQW
- Process typology and properties,
holistic business orientation, main
DQG FRQWLQXRXV ÀRZ JRDOV DQG
principles of process management,
SURFHVVRZQHUVDQGPDQDJHUV 5. CONCLUSION
- Continual process improvement,
SURFHVVPDSSLQJ3'&$3ODQ'R It is important to point out that
&KHFN $FW PHWKRGRORJ\ PRGHO the content of proposed IQM subject is
of process maturity – capability characterised by the need for continual update
&DSDELOLW\0DWXULW\0RGHO and adaptation, having in mind emerging
- Transformation from functional to concepts in management and organizational
SURFHVVRUJDQL]DWLRQ science, and also constant improvement
aiming at integration and harmonization of all
v Planing and control system fundamental notions, principles and methods
- Multilevel approach, operative pertaining to various managerial approaches
planing and control, function plans, LQWRDXQL¿HGFRQFHSW
manufacturing and distribution We can conclude that the need for
SODQLQJTXDOLW\FRQWURO “Integrated quality management” subject
- Business indicators and their in higher education arises for at least two
FODVVL¿FDWLRQ H[HFXWLRQ WUDFNLQJ reasons:
indicator comparison, corrective and
v aquiring a perspective at synergetic
SUHYHQWLYHPHDVXUHV
application of new and advanced
approaches in management theory and
v Methods and techniques of operative practise, and in particular management
planing based on process and quality, and
- Methods and techniques for planing v understanding an integrated concept
and control cycle support, which, when applied, can improve
- Material Requirements Planing conformity and linking of all levels in
053DQG0DQXIDFWXULQJ5HVRXUFH management hierarchy (normative,
3ODQLQJ053,,FRQFHSW±³3XVK´ strategic and operative) toward
principle, achieving business success.

Vol. 1, No.1, 2007 93

 The concept of the subject is coherent
with modern approach to management studies
LQZKLFKYHUWLFDODSSURDFKGRPLQDWHV±ZLWK
the advantage of integral studying of subject
matter, as opposed to partial or horisontal
approach which has dominated educational
institutions in the past. Instead of being
introduced to individual disciplines important
for management, the student would get a
wide perspective, according to the level in
RUJDQL]DWLRQIURPRSHUDWLRQDOWRWRSGHFLVLRQ
making level.
94 6äLYRMLYRYLü
Introduction of new subject in
curricula of undergraduate and / or graduate
studies, as a contribution to improvement of
business and multidisciplinary studies, would
result in:
v improvement in effective satisfaction
of the needs for competent employees
needed by organizations,
v wider promotion of quality philosophy,
and in particular process based quality
management, and
v attraction of more students to management
studies in higher education.
6. REFERENCES

>@ %OHLFKHU .QXW  ³'DV .RQ]HSW ,QWHJULHUWHV 0DQDJHPHQW  9LVLRQHQ  0LVVLRQHQ 
Programme)´&DPSXV9HUODJ)UDQNIXUWDP0DLQ
>@ %URFND%UXFHDQG6X]DQQH³4XDOLW\0DQDJHPHQW,PSOHPHQWLQJWKH%HVW,GHDVRI
the Masters´+DUGFRYHU,OOXVWUDGHG
>@ &UHHLPDQ -  ³%XLOGLQJ DQG ,PSOHPHQWLQJ D %DODQFHG 6FRUHFDUG”, Business
Intelligence, London,
>@ 3UREVW * 5DXE 6 DQG 5RPKDUGW  ³0DQDJLQJ .QRZOHGJH”, New York, John
Wiley&Sons,
>@ *URWK8.DPPHO$³/HDQ3URGXNWLRQ”, REFA, Darmstadt,
>@ +DPPHU 0  -&KDPS\  ³5HHQJLQHHULQJ 7KH &RUSRUDWLRQ  $ 0DQLIHVWR IRU
%XVLQHVV5HYROXWLRQ´1LFKRODV%UHDOH\3XEOLVKLQJ/RQGRQ
>@ /XEHQ 7 5LFKDUG  ³-XVW,Q7LPH  $Q $JJUHVVLYH 0DQXIDFWXULQJ 6WUDWHJ\”, Mc
*UDZ+LOO%RRN&RPSDQ\1HZ<RUN
>@ 3DQGH31HXPDQ5&DYDQDJK5³The Six Sigma Way”, Mc Graw-Hill Comp.,
>@ 5RQHQ%DQG63DVV´)RFXVHG0DQDJHPHQW$%XVLQHVV2UULHQWHG$SSURDFKWR
Total Quality Management”, Industrial Management,
>@ 0LOLVDYOMHYLü 0  7RGRURYLü -  ³Marketing strategija”, Ekonomski fakultet,
Beograd,
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(Normatives, Strategisches und Operatives Management+DQVHU:LUWVFKDIW
[12] The ISO 9000 family of standards - Quality Management Systems: ,62L

[13] 740  *HWKLQJ 6WDUWHG DQG$FKLHYLQJ 5HVXOWV RI 7RWDO 4XDOLW\ 0DQDJHPHQW 6RFLHW\ RI
0DQRIDFWXULQJ(QJLQHHUV&RS\UJKW
>@ :LLJ 0 .DUO  ³,QWHJUDWLQJ ,QWHOOHFWXDO &DSLWDO DQG .QRZOHGJH 0DQDJHPHQW”,
Long Range Planning, No.3,
>@ :DJQHU . 5 .lIHU * .RKO  PQM, Prozeßorientiertes Qualitätsmanagement,
Hanser Verlag.

Received: 02.09.2006 Accepted: 21.11.2006 Open for discussion: 1 Year

Vol. 1, No.1, 2007 95