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Lots of words said and articles written on the manager’s role in the organization and the implications necessary. In this article I will review the main points that need to be considered by managers.

1. According to the five performance objective of operation-the
quality, the speed, the dependability, the flexibility, and the cost
objective, the cost is affected by the other performance objective.
Inside the operation, therefore, one important way to improve cost
performance is to improve the performance of other operations
objectives, especially, the quality objective through the TQM
implemented.

2. According to the model of operations improvement showing that the
issues covered in TQQ, the operation manager should develop the system
and procedures which support quality and improvement and develop a
continuous process of improvement.

3. The operating manager should know TQM meets the needs and
expectations of customs.

4. Because TQM covers all parts of the organization, and every person
in the organization contributes to quality, so the operation manager
should takes an organization-wide perspective to design, plan,
implement, training, and improving.

5. Operation manager should know two board type of failure which affect
TQM implementation:

the TQM initiative is not introduce and implemented effectively.

After the TQM has been introduced successfully its effectiveness fades
overtime.

For overcoming these failures, typically these prescriptions include
the following:

1. Don’t define quality in TQM narrowly; it includes all aspects of
performance.

2. Made all quality improvement relate to the performance objective of
operation. TQM is not an end in itself’; it is a mean of improving
performance.

3. TQM is not a substitute for the responsibilities of normal
managerial leadership.

4. TQM should be integrated with and indistinguishable from everyday
activities.

5. According to the responsibilites of operation manager, the operating
manager should adopt and understand the TQM very well and implement it
through in their business. A number of factors appear to be
influential in ensuring the success of TQM there are: the existence of
fully worked-out quality strategy; top-management’ support

A steering group to guide the initiative; group-based improvements

An adequate recognition and reward scheme; an emphasis on appropriate
training, training is the heart of quality improvement.

The differences between traditional and TQM view on the cost of
quality

2.1 The traditional views on the cost of quality

The emphasis was placed on finding a optimum amount of quality effort
which minimized the costs associated with quality.

2.2 The TQM views on the cost of quality

The emphasis the balance between different types of quality cost, it
argue that increasing the expenditure and effort on prevention will
give more than-equivalent reduction in other costs. This idea id often
summarized in the phase ‘right first time’

2.3 The difference between traditional and TQM views on the cost of
quality.

a)–traditional views that failure and poor quality are acceptable

–TQM challenges the whole concept of the acceptable quality
level(AQL) which was a zero-defect standard, even if they so not
always achieve it.

b)–traditional views assumes that the most are known and measurable
obtaining precise cost of quality is not straight forward.

–TQM stress the relative balance between different types of quality
costs, e.g. costs of prevention and appraisal are open to managerial
influence; internal costs and external costs of failure show the
consequences of changes in the first two/

c-traditional views adopt the ‘optimum-quality level’, failure costs
in traditional model are greatly underestimated.

–TQM strive to reduce all known and unknown failure costs by
preventing errors and failure taking place. TQM emphases prevention.

d-traditional model implies that prevention cost, the cost of getting
towards zero defects, are enevitably high.

–TQM initially total quality costs may rise as investment in some
aspects of prevention-mainly training-is increasing, however, some
reduction in total cost can quickly follow.

e—traditional views accept the ‘optimum-quality level’ approach, by
accepting compromise, so little to challenge operations managers and
staff to find ways of improving quality.

–TQM approach, by stressing the important of quality to every
individual, make quality an integration part of every one’s work.

Mary Anne Winslow is a member of Essay Writing Service counselling department team and a dissertation writing consultant. Contact her to get free counselling on custom essay writing.

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So, you’ve started your own business. You saved the money, carefully constructed a business plan, thoroughly studied your potential consumers or clients based on their needs for your product or service, rented a space from which to work, hired a few people, and posted the “Open” sign on the door. But wait -more goes into business management that just planning your business, hiring employees, and selling a product or service. As a business owner, you need to consider risk management and insurance.

The steps of risk management and purchasing insurance are some of the most important steps when it comes to business management. Risk management involves considering the kinds of damage to your business or employees that could occur, taking the necessary steps to help ensure these kinds of damages don’t occur, and how to handle these kinds of damages in the event that they do occur.

First, you need to figure out what kinds of accidents could happen on your job site that could cause damage to your business or injuries to your employees. Your roof could spring a leak, causing water damage to your computers and an employee to slip and injure himself. You could end up with faulty smoke detectors, causing your business’s structure to burn and your employees to suffer smoke inhalation. Get creative with your scenarios - you never know what might happen.

Next, think about all the precautionary measures that need to be taken in order to prevent damage should any of these accidents occur. Keep close watch on your building’s structure, and make repairs as needed. Train your employees on how to act in the event of an emergency.

Finally, purchase adequate insurance for your business in case precautionary measures and employee training don’t work.

The steps for effective business management include more than just producing a sellable product and making money. Be sure to include the steps of risk management and insurance, too.

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In this article I will discuss scientific management. I will cover all the points that relate to this subject.

Scientific management is defined as ‘the use of a scientific
fact-finding method to determine empirically the right ways to perform
tasks’. In this scientific management philosophy,
Taylor had different types of process to manipulate the weaknesses of
the industries during his time. They were ‘task management system,
time study, standardised tools and procedures, individualised work,
management responsibility for training, scientific selection and
shorter working hours and rest pauses’.
However, many of his contemporaries had objected his ideas and the
purpose of this essay is to identify Taylor’s scientific management
process and the criticisms that were given to him.

Taylor’s first step was to develop a scientific approach to managerial
decision making, which was ‘intended to contrast with the unscientific
approach in traditional management such as rule of thumb, guesswork,
precedent, personal opinion or hearsay’. Taylor
applied his time study theory for his first step, towards scientific
management. His solution to the tradition management problem was to
‘break down the work task into its constituent motions; to eliminate
wasted motions so the work would be done in the one best way’. Taylor’s time study system involved two phases -
analytical and constructive. For analytical phase, ‘each job was
broken into as many simple elementary movements as possible’. This meant that the time study was to enable each
worker to have their small contribution to the work; which would mean
less tedious job rather than in the traditional management, where each
worker’s job was tough and tedious, leading to more fatigue. Another
phase was the constructive phase, where it ‘involved building a file
of elementary movements and times to be used wherever possible on
other jobs or classes work’. With this
constructive phase, it enabled Taylor to further consider developing a
theory of enhancing the usefulness of tools, procedures and machines.
The theory was called standardised tools and procedures process, where
it was to solve great inefficiencies of usage of tools and procedures
during working hours as ‘proper tools were not always used or even
owned’.

The second step by Taylor was to ’scientifically select and then
train, teach, and develop the workman, whereas in the past workers
chose their own work and trained by themselves as best he could’. He attempted his system called the task
management system, in which ‘each worker each day was given a definite
task with detailed written instructions and an exact time allowance
for each element of the work based on time study, and methods, tools,
and materials were standardised’. This task
specifies not only what is to be done but how it is to be done and the
exact time allowed for doing it. Whenever ‘the workman succeeds in
doing his task right, and within the time limit specified, he receives
an addition of from 30 to 100 percent to his ordinary wages’.

Taylor’s third step was to ‘heartily cooperate with the men so as to
insure all of the work being done in accordance with the principles of
the science which has been developed’.
According to Locke, Taylor’s money bonus system stated
that each individual worker should be paid according to the orders
being carried out by their supervisors or employers or leaders. This
included paying extra wages for them if their work performance was
better than expected. Taylor stated that there were two ways of
differential payment rate: ‘those who did not meet the standard
received an ordinary rate of pay and those who did attain the standard
received extraordinary pay’. This was to heartily
cooperate with the workers so that they could overcome soldiering and
had more individualism in terms of wages paid to them for their
effort, not their status; in terms of lower-class workers or
first-class workers.

The fourth and last step in Taylor’s scientific management was to have
‘an almost equal division of the work and the responsibility between
the management and the workmen’. In the past
almost all of the work and the greater part of the responsibility were
thrown upon the men. The money bonus system, according to Taylor, had
three aims to his system; each worker should be given according to
their ability, each worker should produce the maximum amount of work
in which a first-rate man of his class can do and thrive and the
worker should be paid 30 percent to 100 percent according to the
amount of work he had done, beyond the average of his status.

Taylor had many critics among his fellow contemporaries. During his
time, the socialist Upton Sinclair had claimed that Taylor’s
scientific management system was exploitative to workers because of
workers’ wages increased by a lesser amount although the productivity
had improved by 100 percent; in which he argued that the workers’
wages should be increased according to the amount of production
increas. In those days, the supervisors and top
managers’ groups had opposed to Taylor’s task management system
because ‘it contracted their authority and range of activities,’
resulting in the intention to ’strip authority from the general
manager to place it in the hands of specialised, lower-level managers’. This would mean that their orders and positions
weren’t as very important as before, although the groups of managers
and supervisors still had the upper hand.

In conclusion, Frederick W. Taylor was the utmost figure in the
formulation of scientific management theory. Through his research
studies of scientific principles and operations in manual working
environment, he was regarded as the father of scientific management.
His theory contained ‘more advocacy than fact, and was more reform
minded than scientific’. However, his view and
systems are being applied to management but with many changes as
Freeman stated that ‘part of scientificmanagement’s
longevity is due to the improvements that have been made over time,
thereby encouraging its widespread use and international acceptance.’

Mary Anne Winslow is a member of Essay Writing Service counselling department team and a dissertation writing consultant. Contact her to get free counselling on custom essay writing.

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