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Total Quality Management And Leadership Personality

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Conference

1996 Annual Conference

Location

Washington, District of Columbia

Publication Date

June 23, 1996

Start Date

June 23, 1996

End Date

June 26, 1996

ISSN

2153-5965

Page Count

8

Page Numbers

1.488.1 - 1.488.8

Permanent URL

https://peer.asee.org/6350

Download Count

434

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Paper Authors

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Dennis Krumwiede

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Chwen Sheu

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Jerome P. Lavelle

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Abstract
NOTE: The first page of text has been automatically extracted and included below in lieu of an abstract

.— . .. Session 3557

TOTAL QUALITY MANAGEMENT AND LEADERSHIP PERSONALITY

Dennis Krumwiede, Chwen Sheu and Jerome Lavelle Kansas State University

ABSTRACT In recent years, the philosophy of Total Quality Management (TQM) has received much attention. 1’2>3 This philosophy espouses that quality achievement in products or services is a never-ending process and primarily a management responsibility, not that of the worker. It is also known as a philosophy of continuous improvement TQM has been lauded as the management style of the 1990s and beyond. TQM, however, is not the traditional style of management known to U.S. industry.4’g It is proposed that management leadership personality preference has an affect on the degree to which TQM is successful in its implementation. The Myers- Briggs Type Indicator (MBTI) can bean effective tool investigating management leadership personality. This paper highlights the ingredients within a company that are necessary to properly implement the philosophy of TQM. We discuss first the history of TQM, then the history and use of the Myers-Briggs Type Indicator (MBTI) as a personality inventory used in industry to assess personality of management and the worker, and finally how proper use of both Deming’s philosophy and the MBTI can contribute to successful implementation of TQM.

TOTAL QUALITY MANAGEMENT Outline of Total Quality Management Dr. Edwards Deming was credited with comprehensively defining the philosophy of management called TQM, the philosophy of continuous improvement.5 Dr. Deming outlined what was termed “continuous improvement” in the U.S. and Kiazan in Japan by developing a list of “fundamental principles”, known as 1 Deming’s 14 points, for management to follow. These points define TQM as a philosophy of management, not as a tool or a process. This is a key concept because a tool can be picked up and put down as perceived to be needed by the user — a philosophy on the other hand is attitudinal, where tools are used to support the 1 philosophy. For many in the TQM movement Deming’s 14 points define the essence of the TQM philosophy. TQM can be defined as a philosophy with a set of concepts and tools for allowing all employees to be focused on continuous improvement. The successful use of this philosophy requires the collection of data from a process under consideration, the use of brainstorming (a method of obtaining new ideas to solve a problem), 5 advanced experimental models for problem solving, and broadly-based reward and recognition of the worker. The customer, whether internal (the person who receives another’s work) or external (the final 1 6 consumer), must be recognized as one of the most important factors in the process of TQM. McDonnell suggested that a Total Quality Management System (TQMS) is both a philosophy and a discipline intended to change how people work. He contends that the TQMS system should be aimed at total customer satisfaction — obtained by producing the highest quality products at the lowest possible price. 7 Talley defined TQM as a new management philosophy that is consistent with Deming’s definition of continuous improvement. Talley, as well as Deming, believed that managing for quality meant making major

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Krumwiede, D., & Sheu, C., & Lavelle, J. P. (1996, June), Total Quality Management And Leadership Personality Paper presented at 1996 Annual Conference, Washington, District of Columbia. https://peer.asee.org/6350

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