Research Paper on:
Organizational Learning Initiative

Unformatted Sample Text from the Research Paper:
Training becomes the target too often, and at a time in which it can be most beneficial to the organization. The purpose here is to propose a rationale  and method of increasing training without increasing costs. Building the Business Case Rationale TQM (Total Quality Management) was the buzzterm of the 1990s,  a faddish catch-all palliative in corporate culture that eventually spread to all types of settings. The trend had begun in the 1980s after US industry had discovered the "secret"  of Japanese manufacturing. As increasing numbers of manufacturers, engineers and managers became aware of the program it became apparent that there was more to TQM than quality circles and  Ishikawa diagrams. Rather than being just another initiative with prescribed and numbered steps to achieve a goal, TQM revealed itself to be as much a management philosophy as a  framework for achieving statistical control of manufacturing while increasing quality and simultaneously reducing costs. TQM eventually came to be applied not only to  manufacturing environments but to everything from service business to mother love. It seemed to many to require quite a leap to effectively apply its principles to service industries, but  TQM is as much at home in the services as it is in manufacturing. At the time that TQM was at its height  of celebrity, it was apparent that nearly all of US manufacturing was benefiting from the attention to quality, whether specific organizations chose to implement TQM or not. Those attempting  to implement the facts without the underlying philosophy would later complain that TQM was a failure, that it could not possibly work. Those taking on TQM in its entirety