According to Burrill, and Ledolter (1999), "organizations do not embark on a quality improvement effort simply to be nice. They do it for economic reasons, and they do it to achieve organizational goals" (p. 9). This paper will evaluate the mission, vision, goals, and objectives of the Public School District. This paper will also compare and contrast the management style of the Public Schools with the management style of an organization that has adopted total quality management. Lastly, this paper will discuss the characteristics of the other organization's total quality management style and compare those characteristics with the school district.
Public SchoolsPublic Schools, while not well educated on total quality management, understands the importance of education and that teamwork play a vital role in meeting the objectives and goals that are set by the district. The district's mission statement is to provide quality education to all students and to help each student reach his or her full potential.
In order for this to be a reality, each school needs to develop a total quality management program in which to educate, and empower each employee within the district.
Public Schools uses collaboration time for teaching staff one day a week. Collaboration time is once a week, with one week being a grade level collaboration day and another week being a whole staff collaboration day. The purpose of collaboration is to allow teaching and support staff to focus on teaching and learning. In order for students to achieve high academic standards, the need for teachers to have frequent scheduled times during the week to focus on issues connected to teaching and student learning is important. Some of the focus points include sharing what works best, discussing student work, learning new skills, and analyzing and assessing various data from student work.