TQM, reengineering, and the edge of chaos

Article Abstract:

A new understanding of complex systems provides fresh insights and alters the view which considers reengineering as a successor to total quality management (TQM). Any business that deals with customers, suppliers, and competitors is a complex system. The systems thrive on the edge of chaos, a volatile zone fluctuating between stagnation and anarchy. At this point, systems are spontaneous, adaptive, and alive, but an excess bend to either side is detrimental. Reconsidering or constant improvement drives the system to the edge, while the TQM aspects make the organization survive.

United States, Corporate reorganizations, Reengineering (Management)

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Overcoming the barriers to TQM's success

Article Abstract:

The knowledge of potential barriers to the implementation of total quality management (TQM) is essential for better management planning and implementation. A clear communicated purpose for adopting TQM is necessary for successful implementation of the administrative group. The most frequented barriers include a lack of commitment at the management level, inability to change the organization's culture, improper planing, lack of continuous training and education. Generally, 15 distinct barriers have been identified.

Planning, Organizational change

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The zealots and the old guard

Article Abstract:

The application of total quality management (TQM) in the teaching of engineering at the Arizona State University has proven to be unconventional but effective. The method emphasized collaboration and teamwork instead of teaching and instructing. It was student-driven where the teacher functioned as a coach and facilitator instead of as an all-knowing pedagogue. The student was expected to internalize learning and apply such to the outside world.

Engineering, Curricula, Study and teaching, Arizona State University

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