Total Quality Management as an essential tool for achieving organizational goals
Organizations are facing the kind of competition that was not envisaged a few years ago. They have to compete with goods and services from all over the world and satisfy a more educated and sophisticated customer (Nosakhare, 2000). What is satisfactory to the customers today may not be regarded as such tomorrow as their expectations are continuously changing. In addition, there has been consistent breakthrough in science and technology over the last couple of decades. This has also affected information dissemination and management, as things earlier thought impossible now look ordinary (Nosakhare, 2000).
Moreover, the fall-outs of a deregulated global competition have offered customers choices among various alternatives. Today, customers demand high quality and low price. Since no one organization can boast of holding franchise to the development and delivery of quality products/services, many organizations have embraced the Total Quality Management concept as a way of survival (Nosakhare, 2000). One tenet of this management philosophy, which many organizations have adopted as a fundamental business strategy, is the concept of continuous improvement. No organization can afford to be competitive if it does not continuously improve on its products/services, processes and people. There is therefore, an urgent need for an organization-wide approach and commitment to quality improvement. In addition, there is the need for quality improvement to be a continuous exercise or phenomenon. Over the years, this realization has led to the development of the “Total Quality Management Concept” (Nosakhare, 2000).
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