Total Quality Management on Exports
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53563633773 |
Type |
Essay |
Writer Level |
Masters |
Style |
APA |
Sources/References |
4 |
Perfect Number of Pages to Order |
5-10 Pages |
Description/Paper Instructions
Total Quality Management on Exports
The Effects of Total Quality Management on Exports in Manufacturing Based Small and Medium Enterprise’s
Running head: ABSTRACT 1
ABSTRACT 4
Abstract 5
Bibliographic Citation
Tahir, M., Batool, S., & Takrim, K. (2016). The Effects of Total Quality Management on Exports in Manufacturing Based Small and Medium Enterprise’s: A Case Study of Organizations from Selected Regions of Pakistan. NUML International Journal of Business & Management, 11(1), 173-197.
Authors
Tahir Muhammad Batool Saima and Takrim Kausar
Research Concern
As the researchers convey, exports and small and medium enterprises development is of utmost importance, and it cannot be ignored in any nations economic and social development. This calls for the need to look into Total Quality Management (TQM) among small and medium enterprises. The research is within the scope of Pakistan and aims to consider the level of Total Quality Management and its impact on exports for manufacturing small and medium enterprises in Pakistan.
Purpose
The primary purpose of this research was to look into the effects of total quality management on exports in manufacturing-based small and medium enterprises, drawing from the case study of Pakistan.
Thus, the researchers attempted to answer the question, what are the effects of total quality management on exports in manufacturing small and medium enterprises in Pakistan?
Precedent Literature
There are vast amounts of research determining the relationship between total quality management and organizational performance. This research is primarily focused on large enterprises, consequently limiting the research on small and medium enterprises (Seth &Tripathi, 2005), especially for developing nations (Koh et al., 2007) and emergent economies globally (Tatoglu et al., 2006). This literature helps the researchers form a basis for their research focusing on how total quality management could affect small and medium manufacturing enterprises in Pakistan. From precedent literature, the researchers can identify the limited awareness and application of comprehensive quality management among small and medium enterprises in Pakistan, focusing on increasing awareness and application of total quality management for such organizations in Pakistan.
Research Methodology
The model used for data collection in this study was the objective approach. The researchers used quantitative methodology and a cross-sectional survey to collect relevant data for this study. The study took place in 2015, and interpretations and conclusions were made concerning cost and time constraints.
Instrumentation
For this study, researchers used survey methodology, collecting data through convenient sampling from one hundred and twenty correspondents from different manufacturing-based small and medium based enterprises in Pakistan. The survey used questionnaires with three hundred questionnaires distributed with one hundred and twenty returned, duly filled, and satisfactory. The questionnaires consistent of three parts; the first part of collecting data about the respondents demographic and organizational information, the second part of collecting information about total quality management and its six dimensions, and the third part of collecting export-related data.
Findings
The responses from the questionnaires were entered into SPSS version 20 to verify any errors and missing values. Frequencies were then calculated, consequently a demographic profile for the respondents. Averages were then calculated to establish the level of total quality management among manufacturing small and medium enterprises. Also, regression analysis was used to establish the relationship between total quality management and exports. From this analysis, total quality implementation in manufacturing-based small and medium enterprises in Pakistan ranges from low to medium. Over the year of research, total quality management dimensions proved to be positively and significantly related to exports.
Conclusions
The researchers conducted the study to assess how total quality management affects exports among small and medium manufacturing enterprises in Pakistan. Total quality management and subsequent practices such as supplier quality management, process management, and continuous improvement have low levels of awareness and commitment from top management. The research shows that organizations must purpose to channel more resources towards implementing total quality management.
Suggestions for Further Research
The researchers only focused on six dimensions of total quality management in their study. More research needs to be done to incorporate other dimensions of total quality management excluded from the study. Thus, more needs to be done concerning the effects of total quality management on exports in manufacturing-based small and medium enterprises.
Abstract6
Bibliographic Citation
Habtoor, N. (2016). Influence of human factors on organisational performance. International Journal Of Productivity And Performance Management, 65(4), 460-484. doi: 10.1108/ijppm-02-2014-0016
Author
Nasser Habtoor.
Research Concern
Some flawed precision exams look at the impact of human factors in quality management on the execution of authorizations. Except for some researchers who study the effects of organizational projects in quality improvement trials, no review will examine the impact of human variables on quality improvement practices. Nonetheless, they have proved that human factors directly affect organizational projects in quality improvement trials and authorize the execution and a significant indirect impact of human variables. The research question is; what are the natural and abnormal effects of human factors on quality improvement and authorized execution?
Purpose
The purpose was to examine six items related to the human aspect of board value: initiative, customer center, contact with suppliers, representative contribution, preparation and training, and compensation and recognition. The expansion also includes quality improvement trials (including human and organizational components in quality management) and layered execution through five measures.
Precedent Literature
A comprehensive set of quality management exercises is considered the essential elements of effective implementation of absolute quality management. John is in charge of organizing the general meaning of the crucial variables that affect the authority or management framework in the business environment in quality management. S. Oakland in his 2000 book. Saraph subsequently took the lead in the United States in 1989 to adopt an observational approach to identifying and measuring the essential elements of a comprehensive quality management implementation. After that, Alok and Sushil established a similar method to identify and study all the critical achievement factors of implementing quality management. Lau and Idris (2001) suggest that it is crucial to examine the subtle critical variables (human factors) of board value because they are essential for high-quality executive execution, increasing adjustments to the responsible people and workers under consideration, and therefore, throughout the entire quality management of the whole association. The importance of the human factor in quality depends on your essential work in implementing total quality management. A project requires a profound and uninterrupted change in the setup of an association.
Research Methodology
The evaluation system connects human factors testing, valuation factors, and authorized execution in quality management.
In addition, this system also includes two factors. The first is the quality improvement test, which serves as an intermediate variable for the relationship between human composition and performance. The second is the layered execution resolved by five measures: consumer loyalty, representative spirit, usefulness, defects, and completeness. The exam target population comprises modern Yemeni organizations, organizations recognized for their close and global quality due to their advantages in implementing absolute quality management. Their activities reflect the influence of international and neighborhood quality models. Therefore, the interviewees in this survey included a senior executive director and two quality directors, each of whom chose a Yemeni organization.
Measurement
A questionnaire was intended to decide and explain the connection between the human elements, quality improvement rehearses, and authoritative execution. First, the study utilized the instrument created by Zhang in 2000 to gauge the human factors. Second, to analyze quality improvement rehearses, this examination embraced the device of Flynn (1994) to assess the human side of value improvement rehearses (top administration support, cooperation, client inclusion). Finally, to gauge hierarchical execution, utilizing the instrument created by Samson and Terziovski (1999).
Preceding leading the principle study, completed was a primer report was among 30 quality administrators of Yemen modern organizations to test the clarity, exhaustiveness, and adequacy of the poll. In addition, factor investigation was done to assess the task of things to scale in fostering the instrument of this examination.
Analysis
The study used SPSS measurable procedures to test the reliability of the factors. Because of its adaptability in this respect, SPSS also conducted a correlation test to test the correlation between the survey factors. SEM was performed using the Amos Fact Program version 16.0 to evaluate the hypothetical system and its theory, which analyzes the direct impact of human factors on quality management in quality improvement trials and authorized execution.
Results
The results show that each of the six human elements (proactivity, customer center, contact with suppliers, employee participation, preparation and guidance, and rewards and recognition) are the same as the six elements in quality improvement practices. Respectively, quality improvement trials have a direct impact on authorization execution. Therefore, human variables will not indirectly affect authorized performance through their impact on quality improvement trials. However, human factors have an indirect effect on official performance through their influence on quality improvement experiments. In general, 30% of the implementation level is clarified through the quality improvement trial as the most basic donor and human variables as optional donors.
Conclusion
The results clearly show that human variables in quality management play an essential role in implementing all quality management and directly affect the level of implementation. Therefore, these elements must be prominent enough to redesign your cycle in the organization to implement a complete quality plan. The findings of this inspection show that human variables can affect quality improvement trials and authorized execution. In addition, the survey results show that human factors have an indirect influence on the implementation of authority through a direct impact on the quality improvement trial.
Shortcomings
The representative guarantees and consumer loyalty associated with the tool are evaluated by the knowledge of the administrator, which can often be fragile and quite problematic. Furthermore, due to the auxiliary concept of information, inference cannot be that; indirect acquisition and coordinated acquisition of people are comparable concerning their performance.
Future research areas
Due to the creative direction of the absolute quality management experts and insufficient consideration of human factors, further research is needed. Therefore, a study should be proposed to examine essential subtle components (or human variables). This is because they play a crucial role in implementing comprehensive quality management, despite their commitment to change the managers and workers considered, and in all the quality management throughout the association.
Abstract 7
Bibliographic Citation
Bugdol, M. (2020). The problem of fear in TQMcauses, consequences and reduction methodsa literature review. The TQM Journal.
Authors
Budgol Marek, Professor of Management and Head of the Chair of Quality Management at Jagiellonian University, Poland.
Research Concern
Fear remains one of the most important emotions which combines four elements namely the behavioral expression, the cognitive interpretation, the subjective feelings and the psychological arousal. It plays such an important role in TQM. It thus deserves to be researched carefully. Therefore the primary objective of the study is presentation of the role and the meaning of fear in the organizations that implement TQM. The intentions of the author was identifying the fear causes in the components of TQM, the main types and the effects and the reduction methods.
Purpose
The main objective of the study is presenting the role and the meaning of fear in organizations in TQM. The intentions of the author was identifying the fear causes in the components of TQM, the main types and the effects and the reduction methods.
Precedent Research
(Deming, 1986) provides a deep analysis to fear. Deming argued that all the numerical goals, all quotas, standards and the management by objectives were all a counter to the constant improvement to the teamwork and undermined cooperation in an organization and caused fear. ( Sadikoglu, 2005) argues that the empirical research proves, however, that the time based stadards cannot increase fear and distrust. (Stabler, 1995) says that the literature on the subject shows that in the intial stages of TQM implementation, people are usually afraid of changes. (Kolodny, 1995) says that fear increases when people perform new tasks in a totally new work environment. Waller and Ahire, 1996 argues that one factor that make the TQM implementation difficult is fear of losing someone position, power or generally the employment. Finally, Gordon, 1995 and Pastore, 2003 say that the TQM implementation and several other management concepts like the knowledge management and re-engineering generates a sense of fear and threat.
Research Methodology
The research methodology applied is the systematic review of the literature on the subject. The applied systematic review procedure consider the indicated research objective, the basic literature and publications selection, the publication database presentation and the analysis of content. The article author utilizes his own observations out of his acting capacity of the TQM consultant and the juror of the Polish Quality Award.
Instrumentation
The reflections that are in the study could become important for quality management practitioners, and as such the knowledge allows them to avoid mistakes that cause fear, that is an emotion making quality improvement difficult. The study does not present manifestations and the sources of fear in all TQM components, and they are surely included in a broadly understood quality culture. However, the arranged and gathered knowledge could be the source of further research.
Findings
The origins of fear in TQM components, as well as the basic categories of fear and their effects, are discussed in this study. The restricted options for overcoming fear are also mentioned. Fear arises when TQM is inadequately implemented and maintained for a variety of reasons, as well as when resources are distributed incorrectly (e.g., a poor selection of quality team members) and it is incorporated into social processes (e.g. in the quality team forming process). It emerges when just structural empowerment is used rather than mental empowerment, when there are conflicting expectations about empowerment, when there is excessive and/or “have to” commitment in particular employees, and when commitment is overvalued.
Conclusion
In summary, the general conclusion can be drawn that the source of the majority of problems with fear (caused by external factors) is the lack of managerial competences, that is the lack of knowledge and skills concerning change implementation, communication, employee team building, empowerment or work organization. Obviously, managerial competences do not guarantee the absence of fear, but they may help to reduce it. But maybe Deming was right? He claimed that the majority of errors resulted from improper management and conditions inherent in a given system
Suggestions for Future Research
Therefore, it is difficult to declare unambiguously when authentic fear occurs. The notion of fear needs to be conceptualized; it is necessary to conduct a process aimed at establishing precisely what is meant by fear. What should be determined is its indicators, that is so-called signs of the presence or absence of a given concept
Abstract 8
Bibliographic Citation
Albuhisi, A. M., & Abdallah, A. B. (2018). The impact of soft TQM on financial performance. The International Journal of Quality & Reliability Management, 35(7), 1360-1379.
Authors
Albuhisi Ahmad Musbah, Abdallah, Ayman Bahjat
Research Concern
Manufacturing businesses have found themselves in a fast changing environment marked by severe rivalry, globalization, and increased expectations and demands from many stakeholders over the previous two decades. Traditional management tactics have become insufficient and useless in order to outperform competitors and produce greater value in light of this reality. As a result, many businesses are increasingly focusing on complete quality management (TQM). The importance of soft TQM in enhancing performance has been stressed in many previous research (e.g. Phan et al., 2011; Fotopoulos and Psomas, 2009). The main driver of quality performance, as well as operational and organizational performance, is soft TQM (Zeng et al., 2015). Any quality and improvement initiatives will be hampered if soft TQM is not successfully disseminated (Abdallah, 2013). To the best of our knowledge, no previous research have looked at the impact of soft TQM on performance from a BSC perspective; thus, this paper focuses on soft TQM. Top management commitment, customer focus, staff involvement, and training and development are the four soft TQM characteristics that have been identified as the most extensively used in the literature and will be employed in the current study.
Purpose
Using a balanced scorecard (BSC) viewpoint, the goal of this article is to investigate the impact of soft total quality management (TQM) on organizational performance in the Jordanian pharmaceutical manufacturing sector. Through BSC non-financial viewpoints, it also investigates the indirect effect of soft TQM on financial performance.
Precedent Research
QM is a dynamic, all-encompassing process for enhancing the effectiveness and efficiency of all parts of a company (Vanichchinchai and Igel, 2011). TQM is also a management strategy that focuses on meeting and surpassing customer expectations in order to ensure long-term success for a company (Evans and Lindsay, 2011). Previous research has shown a number of financial and non-financial benefits that can be obtained as a result of using TQM concepts. TQM dimensions have been classified as soft or firm by several scholars (e.g. Zeng et al., 2015; Abdallah, 2013; Vecchi and Brennan, 2011; Jimenez-Jimenez and Martinez-Costa, 2009). People-related aspects, in general, are represented by soft TQM dimensions, which include people management, relationships, and leadership (Rahman, 2004).
Research Methodology
The research is based on survey results from 197 employees at Jordanian pharmaceutical manufacturing companies who work in management and non-managerial positions. The study hypotheses were examined using structural equation modeling, and validity and reliability evaluations were done.
Instrumentation
The balanced scorecard, literarture review, theoretical framework and hypothesis development, questionnaire and measures were utilized for the research study.Furthermore, a measurement validity and reliability studies were utilized for the reliability studies.
Findings
Soft TQM had a favorable impact on all BSC viewpoints, according to the findings. Financial performance was positively influenced by the customer perspective, but not by the innovation and learning perspective or the internal business process perspective. Furthermore, the association between soft TQM and financial performance was considerably mediated by solely customer perspective.
Conclusion
Based on BSC’s theory, this research studied the impact of soft TQM on organizational performance. BSC findings had direct effects on financial results in the Jordanian pharmaceutical industry. Soft TQM had a positive impact on various non-financial BSC aspects, according to the study. Soft TQM also has a positive impact on the financials. Soft TQM is good for the financial aspects, as well. To increase organizational performance, employers in Jordan should employ a softer, or gentler, approach to TQM. According to the data, the number of favorable customer and non-financial perspectives was zero. Additionally, soft Quality management and profitability were counterbalanced by the customer perspective. Better customer satisfaction translates directly into greater profitability for pharmaceutical companies. Non-financial views (internal business process and innovation and learning) had no meaningful impact on financial performance. There was no significant mediation effect when these two perspectives were contrasted. Many pharmaceutical businesses reported being helped by applying soft TQM, according to the findings. The pharmaceutical industry should focus on increasing their profits by pleasing and delighting their clients.
Suggestions for Future Research
The results of the current study should be interpreted with caution. Because of the sample size, certain control variables, such as company size, age, process type, and technology type, are not considered in this study. Additionally, the study excluded other industries, and the results thus can’t be generalized. Future studies should investigate the proposed relationships in other industries. Third, subjective items, such as perceptions, were used to calculate financial performance. Due to the sensitivity of Jordanian financial data, this is challenging to obtain. Subjective items may have missed improving financial performance. Future studies might revisit these relationships by using financial indicators.
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