Quality management principles and practices

Scientific management, originally developed by Frederick Taylor at the turn of the century, originated the concept of work design, or creating a work environment to maximize employee productivity, as well as "work-measurement, production control and other functions, that completely changed the nature of industry" (Scientific management, 2010, Accel). Scientific management uses objective measurements of employee actions and processes -- such as the amount of movements used to assemble a part in a factory, or the visibility of a potentially distracting window near a cubicle -- to redesign the physical environment and system of worker's incentives to maximize quality, output, and profits. Quality management is achieved by creating standardized procedures for employees to follow and measuring how employees meet benchmarks of output and quality.

With human relations-style management, the emphasis is upon maximizing productivity by improving group rather than individual processes. Creating a positive social environment for employees as well as a physical environment conducive to work is essential. According to this school of thought, "work is a group activity," and the "need for recognition, security and sense of belonging is more important in determining workers' morale and productivity than the physical conditions under which he works" (Human relations contributors, 2010, Accel). Enhancing quality management is achieved by creating work teams in which individuals function well together and through participatory managerial strategies that solicit worker input about how to improve productivity.

The managerial consultant W. Edwards Deming stressed the human resource approach to worker management. He believed there should be a strong, almost paternalistic sense of investment in the worker on the part of the company: good benefits, a fair salary, and encouraging a sense of purpose, mission, and mutual cooperation between employees and the managerial structure was essential to fostering a productive environment. Standardized procedures and minimizing defects was essential, but the social environment must support the achievement of such goals. In contrast, Philip B. Crosby's philosophy of quality management was that the most integral part of a company's purpose was setting concrete, definable goals and generating standardized procedures that 'worked' in the pursuit of zero defects. Crosby's approach harkened back more to the scientific management school to a greater degree than Deming's and placed less of an emphasis on understanding the human and social dynamics of employees.

Q2. As a relatively insulated government bureaucracy, the Department of Defense (DoD) does not have to listen to the voice of the market. Technically, it must answer to Congress, the President, and to taxpayers, regarding the need to institute cost-effective control polices that also ensure a high level of quality. If a product used by the DoD possesses defects, the lives of American servicemen and women could be at risk. Waste of valuable financial resources is a sign of disrespect to American taxpayers, and could result in the public's call for a reduction in DoD financing. However, because radically slashing the Department is not feasible in the current international environment, due to the need to keep Americans safe, there has traditionally been less of an incentive for the DoD to institute effective quality control methods, compared with private industries.

Corruption and waste regarding the awarding of government contracts is of great concern. There is a so-called 'revolving door' whereby government officials work for the government for a number of years, then shift to more lucrative careers in private industry and use their connections and influence to gain government contracts for businesses. These businesses may not offer the least expensive 'bids' or even the highest quality, if their proposals are viewed in an objective fashion.