Group Paper #1
Modern managers face two pressing and intractable problems. On the one hand life is becoming increasingly difficult: they face increasingly dynamic, complex and unpredictable environments where technology, the nature of competition, industry boundaries and the rules of the game are changing dramatically. On the other hand they are faced by an avalanche of advice and prescription about how to develop competitive strategies, how to change, and improve efficiency. Firms have choices to make if they are to survive. Those which are strategic include: the selection of goals, the choice of products and services to offer; the design and configuration of policies determining how the firm positions itself to compete in product-markets (e.g. competitive strategy); the choice of a suitable level of scope and diversity; and the design of organization structure, administrative systems and policies used to define and co-ordinate work. What was true more than two thousand years ago is just as true today. We live in a world where "business as usual" IS change. Project-based working, innovative initiatives, technology improvements, staying ahead of the competition - these things come together to drive ongoing changes to the way we work. Identifying the need for organization-wide change and leading organizations through that change is widely recognized as one of the most critical and challenging responsibilities of organizational leadership. Some critics suggest that most of organization change efforts (TQM, reengineering, organization learning) are just fads. However, organization change efforts, such as TQM are needed for organizations to survive today’s unpredictable environment. Total Quality Management (TQM) is more than a fad or buzzword. It is even more than a method for controlling and motivating employees. TQM defies conventional management techniques and to the theories that underlie them. Therefore it cannot simply be gifted onto traditional...
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