Practice of Quality Management

The Practice of Quality Management presents the results of eleven ground-breaking research projects in quality management. It is the first collection of research papers by academics in this area. The projects are empirical studies on total quality management that suggest new ways to think about quality. The objective of the research found in this book is to develop theory and to assist practice. Thus, this volume is of interest to both academic researchers and practising managers. The chapters fall into four categories: `Performance', `Understanding TQM', `Organizations', and `Using TQM'. All of the chapters show that there are many different applications and research issues associated with quality. The chapters on `Understanding TQM' suggest that it is possible to develop and test theories of quality. The chapters on `Performance' demonstrate that studies of the operational and financial effect of quality can yield positive results. Many thinkers on quality consider that organizational impacts of quality are the most important drivers of the quality process. The chapters on `Organizations' present evidence on how quality programs affect human resource management, and organizational structure. Finally, the chapters on `Using TQM' present several studies of applications of quality management.

The Practice of Quality Management presents the results of eleven ground-breaking research projects in quality management. It is the first collection of research papers by academics in this area. The projects are empirical studies on total quality management that suggest new ways to think about quality. The objective of the research found in this book is to develop theory and to assist practice. Thus, this volume is of interest to both academic researchers and practising managers. The chapters fall into four categories: `Performance', `Understanding TQM', `Organizations', and `Using TQM'. All of the chapters show that there are many different applications and research issues associated with quality. The chapters on `Understanding TQM' suggest that it is possible to develop and test theories of quality. The chapters on `Performance' demonstrate that studies of the operational and financial effect of quality can yield positive results. Many thinkers on quality consider that organizational impacts of quality are the most important drivers of the quality process. The chapters on `Organizations' present evidence on how quality programs affect human resource management, and organizational structure. Finally, the chapters on `Using TQM' present several studies of applications of quality management.