How can TQM be Applied to Entrepreneurship Essay Example for Free

How can TQM be Applied to Entrepreneurship EssayTotal Quality Management DefinedTotal Quality management refers to a management process and array of disciplines that ar harmonized to en surely that the makeup constantly meets and exceeds customer requirements. TQM connects either divisions, departments and levels of the institution. Good management organizes all of its strategy and operations around customer requirements and builds a culture with heights employee participation. TQM companies are focused on the methodical management of data of all processes and practices to remove waste and find constant improvement. Entrepreneurship DefinedEntrepreneurship is defined as the process of creating something new with value by devoting the required term and effort, assuming the associated financial, psychic, and social risks, and receiving the resulting rewards of financial and personal satisfaction and independence. (Hisrich et al, 2005)TQM Application to Entrepreneurship An In troductionNowadays entrepreneurs are pertain about total whole step management. This involves the pursuit of total customer satisfaction, constant improvement of products and the full link of every employee. As Total Quality Management has shown to be a useful process for improve organizational performance, its value can only be guaranteed through a wide-ranging and well thought-out instruction execution process.An initial step in TQM implementation is to evaluate the organizations existing reality relevant prerequisites have to do with the organizations history, its present requirements, swift events leading to TQM, and the existing employee quality of working life. If the existing reality does non accept important prerequisites, TQM implementation should be postponed until the organization is in a state in which TQM is likely to thrive.If an organization has a history of efficient receptiveness to the environment, and if it has been adapted to effectively change the way it functions when contended, TQM conk out be easier to apply. If an organization has been traditionally imprudent and has no skill at improving its operating systems, there will be both employee uncertainty and a lack of skilled change agents.If this condition exists, a extensive program of management and leadership development whitethorn be established. A management audit (Sugarman, 1988) is a good evaluation tool to see current levels of organizational functioning and areas in need of change. An organization should be in essence healthy before beginning TQM. If it has major problems such as a very unsteady funding base, poor administrative systems, lack of managerial skill, or poor employee morale, TQM would not be fitting.All the same, a extra level of stress is perhaps desirable to start TQM muckle need to feel a need for a change. Kanter (1983) focus on this phenomenon by describing building blocks which are present in efficient organizational change. These forces include departures from tradition, an emergency or galvanizing incident, strategic decisions, single prime movers, and action vehicles.Departures from tradition are activities, generally at lower levels of the organization, which happens when entrepreneurs move outside the rule ways of operating to solve a problem. A predicament, if it is not too disabling, can also support create a sense of necessity which can activate pot to act. In the case of TQM, this may be a funding cut or threat, or demands from consumers or other stakeholders for enhanced quality of service.After a crisis, a leader may get involved strategically by expressing a new vision of the future to help the organization deal with it. A plan to execute TQM may be such a strategic decision. Such a leader may then bring about a prime mover, who takes charge in advocating the new idea and showing others how it will help them get where they want to go. Lastly, action vehicles are needed mechanisms or structures to facilitate the change to happen and become institutionalized.TQM aeriform LeadershipLeadership is an important element in successful implementation of sweeping change. The leader shows the need and sets the vision, outlining the basic purpose, objectives, and factors or requirements of TQM. The leader needs to take a long-term outlook, and must be able to inspire others to stick with the process during early stages when resistance and obstacles may seem overwhelming. The favored leadership hyphen would be a participative one, so that staff may be involved in the design of the particular system elements.Once that strategic direction has been established, a participative style may be used on implementation details. Before this decision, obviously, the manger should study TQM, talk to others who have used it, and possibly attend a preliminary training session. This is important in order for the manager to precisely assess the fit amidst TQM and his style. This will be necessary in establishi ng an organizational culture which is in agreement with TQM, promoting and strengthening never-ending quality improvement (Cohen and Brand, 1993, 118).ConclusionsTo sum up, first assess requirements and the existing state of the organization to make sure the need for change is clear and that TQM is a proper strategy. Leadership styles and organizational culture must be congruent with TQM. Entrepreneurs will need to keep their commitment, keep the process visible, provide necessary support, and hold people responsible for results. Use input from stakeholder as possible and maximize employee involvement in design of the system. TQM should be principle motivated. It can be a powerful technique for giving a free control to employee ingenuity and potential, reducing bureaucracy and costs, and improving service to clients and the community.ReferencesCohen, S. Brand, R. (1993), Total Quality Management in Government. San Francisco JosseyBass, Inc.Hisrich, R. D., M. P. Peters and D. A. S hepherd, 2005, Entrepreneurship, sixth Edition, New York McGraw-Hill.Kanter, R. (1983), The Change Masters. New York Simon Schuster.Sugarman, B. (1988), The Well Managed Human Service Organization Criteria for a Management Audit, governing body in Social Work. 12(2), 1727.