A study of Faculty Perception in implementation of TQM in Management Institutes in Pune

Dr. S. H. Kulkarni Col R. K. Puni, Rakesh Bhati, Bhati,

Prof. ASM - IBMR Associate Prof. ASM - IBMR Associate Prof. ASM IBMR

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QUICK SNAPSHOTu..

Introduction Objectives & Scope Limitations Research Methodology Data Analysis Conclusion

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INTRODUCTION TO THE TOPIC

Study focuses on the perception of faculties regarding implementation of TQM in Management Institutes Providing Quality Education Aspects discussed include  TQM deployment  Personnel &Work Processes  Customer issues

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TQM : Definition

A business strategy encompassing the entire organization to provide goods/ services that completely satisfy the customer

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TQM
 Encompasses entire organization, from supplier to customer  Stresses a commitment by management to have a continuing company-wide drive toward excellence companyin all aspects of products and services that are important to the customer

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Reasons for selecting the topic

 

 

Pune as Hub Centre for Management studies Resemblance of Management Institutes as Corporate Organisation in 21st century ISO : 9001 Certification by Educational Institutes Importance of TQM in Service Sector Faculty Turnover

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OBJECTIVES & SCOPE OF THE RESEARCH



Objective
Study of faculty perception of the implementation of Total Quality Management

Scope
a) Study restricted to Management Institutes in Pune b) Aspects studied i) TQM Deployment ii) Personnel & Work Processes iii) Customers Satisfaction

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LIMITATIONS
 Applicability of study restricted to study area only i.e. results can not be generalised  Results may be at variance from the conclusion drawn because of statistical limitations  Strong possibility of replies being biased  Respondents may not be clear about TQM. May have equated intentions to pursue with actual implementation
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RESEARCH METHODOLOGY
 Primary data collection:   Secondary Data:
 

Structured Questionnaire Personal Interview Journals on Quality Management Quality related books Various websites Faculty 65 Purposive Sampling. Likert scale with 5 points

Design: Sampling Unit: Unit: Sample Sample size :  Method of Sampling used:  Scale used :
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 Sampling

DATA ANALYSIS & INTERPRETATION

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TQM DEPLOYMENT (RESPONSE)

Statement Percent of Respondents
Agree/ Strongly Agree
Top management committed to TQM Institute has formal TQM program Institute has benchmarked internal quality standards Institute uses TQM tools Institute has budget allocation for development Institute uses team building techniques Copyright Col R K Puni

Neutral

Disagree/Strongly Disagree

40 28 32 24 36 48

20 16 20 20 36 28

40 56 48 56 28 24

TQM DEPLOYMENT (ANALYSIS)

40% reported that their top management is committed to TQM 28% agreed that their institute has formal TQM programs 32% agreed to internal quality standards benchmark 24% informed about the use TQM tools 48% informed about the team building techniques 36% stated the allocation of budgets for development

 Gap of 12% in first two statements suggest the response may be to show themselves good in management eyes as institute has no formal TQM program  There is little evidence of actual deployment of TQM in majority of institutes and respondents may not be very clear about meaning of TQM. Some may have equated intention to pursue TQM with actual implementation
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Personnel and Work Processes (Response)

Statement Percent of Respondents
Agree/ Strongly Agree Institute takes adequate measures always for improvements in academic processes Faculties are committed to achieving excellence Faculties share responsibilities in all activities Institutes organizational culture builds mutual trust Opportunities are provided for the growth and development
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Neutral

Disagree/Strongly Disagree

60

28

12

68 44 44 52

16 28 28 24

16 28 28 24

Personnel and Work Processes (Analysis)

     Majority of respondents indicated that Organizations were continually making improvements in their work processes Faculties are committed to achieving excellence and are responsible for their own work Organizational culture builds mutual trust Opportunities are provided for the growth and development Luke warm response to the responsibilities being shared by the faculties

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Customer Issues (Response)

Statement Percent of Respondents Agree/ Strongly Agree
Institutes handles students complaints effectively to earn trust & loyalty Institutes has a formal evaluation system The students needs are identified and addressed properly Institute has high image and reputation as per the opinion of the students
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Neutral
28

Disagree/Strongly Disagree
16

56

56 48

8 28

36 24

36

32

32

Customer Issues (Analysis)

Majority of respondents stated that  organization use various mechanisms of assessing customer satisfaction  System exists for identification and handling of customer complaints.  The non-zero proportion disagreeing or being neural to customers nonissue statements suggests, as does the literature, that there is always room for improvement in this area.

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CONCLUSION
 Results highlight inconsistencies in how educational organizations perceive and implement total quality management programs  Results suggest that these programs may not have been properly implemented due to lack of commitment  Part of the problem may stem from different levels of management perceiving TQM in different perspectives  Need for the entire organization to be in agreement with regard to TQM deployment, use of TQM tools and establishment and use of benchmarked standards.  Survey indicates that organizations are continually making improvements in their work processes and faculties are committed to achieving excellence

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SCOPE FOR FURTHER STUDY

Study can be undertaken in other areas of Service Sector such as       . Fast food restaurants Hospitality Sector (Hotels and Motels) Malls & other stores Banks & Financial institutes Hospitals Other educational institutions

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THANK YOU.!!!!! for patience

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Role of Employees in Quality Improvement

 Participative problem solving
 

employees involved in qualityqualitymanagement every employee has undergone extensive training to provide quality service to Disneys guests involves everyone in process of continuous improvement

 Kaizen


Quality Attributes in Services

 Principles of TQM apply equally well to services and manufacturing  Timeliness


how quickly a service is provided? best level of quality achievement in one company that other companies seek to achieve

 Benchmark


quickest, friendliest, most accurate service available.

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Service Quality Attributes

Reliability Tangibles UnderUnderstanding Security
1995 Corel Corp.

Responsiveness Competence Access Courtesy Communication

Credibility
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Achieving Total Quality Management

Effective Business Employee Fulfillment Quality Principles Organizational Practices Customer Satisfaction Attitudes (e.g., Commitment) How to Do What to Do