Total quality management is the latest Buzzword in management literature. While the principles and philosophy underlying the concept evolved since the sixties, increasingly, modern management are embracing the concept as a panacea to all their organizational performance problems and sustainable competitive advantage.
Total quality management, many proponents argue, is a viable competitive strategy. It has had profound effect on business performance, and continues to enjoy prominence in the business world in the 1990's (Waldman, 1993) . Waldman for example argue that TQM offers increased quality and efficiency, less waste, higher productivity, and enhanced customer satisfaction. Other studies such as Sohal et al (1993), The international quality study conducted by the American quality foundation (1993) have had similar conclusions.
Therefore, it is no wonder that companies are increasingly switching to TQM in the face of globalization and the opening up of hitherto closed economies/Markets and increased competitive pressures.
In this paper, to start with, we shall offer a definition of TQM followed by a general set of features, which characterize TQM organizations.
Then we shall look at the philosophies and practices of one organization that professes to have adopted TQM and critically examines to what extent these fit the literature on TQM. Finally, we shall conclude with a set of recommendations, which are deemed necessary for the company to comply with TQM principles.
Definition of TQM.
Total quality management has been defined by chase and Aquintano, 1995 as:
" Managing the entire organization as that it excels on all dimensions of products and services that are important to the customer" .
Total quality management is about leadership, planning and improvement. An integral part of TQM system is continuous improvement through a philosophy of product and process improvement as a never-ending journey.
Total quality management; if properly implemented has a...