In ten pages this paper uses the example of Microsoft Corporation in a discussion of the importance of TQM and the particular significance of leadership in ensuring its success. Six sources are cited in the bibliography.
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concept is embraced and enhanced, a new way of doing business is born, one that focuses on making the business more profitable, employee friendly, customer service oriented and so on.
Many business fads have come and gone throughout the years, but the concept of Quality Management, or TQM, as it is known as for "Total Quality Management" is one of
those concepts that businesses are eager to embrace, and yet arent very sure what, exactly, it is about. Part of the problem is that the concept itself is vague. And
hard to define. Another problem is that while management gives lip service to the concept of TQM, many seem unable - or unwilling - to embrace it or implement it.
The concept of TQM can only work if management, particularly upper management, is willing to implement this and work with it. Once a
vaunted part of Japanese culture, the concept of TQM was brought to the United States during the 1970s and 1980s and has remained a solid business concept, even though the
concept undergoes some name changes. While many business leaders believe that TQM is about producing quality products, the actual definition goes beyond that to include empowering employees so that quality
products can be produced. The purpose of this paper will be to explore the history of quality management and determine what corporate leadership
needs to do to support it and make it work for them. A history of TQM In examining a history of quality and
TQM, its important to tie into it the history and growth of the industrial business age as well. In the early days of the industrial revolution, the primarily goal of