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8/3/2019 TQM Presentation) Full

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A study of Faculty Perception inA study of Faculty Perception in

implementation of TQM inimplementation of TQM inManagement Institutes in PuneManagement Institutes in Pune

Dr. S. H.Dr. S. H. KulkarniKulkarni Prof.Prof. ASMASM -- IBMRIBMR

Col R. K. Puni,Col R. K. Puni, Associate Prof. ASMAssociate Prof. ASM -- IBMRIBMR

RakeshRakesh BhatiBhati,, Associate Prof. ASMAssociate Prof. ASM IBMRIBMR

Copyright Col R K Puni


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QUICK SNAPSHOTu..QUICK SNAPSHOTu..

IntroductionIntroduction

Objectives & ScopeObjectives & Scope

LimitationsLimitations

Research MethodologyResearch Methodology

Data AnalysisData Analysis

ConclusionConclusion



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INTRODUCTION TO THE TOPICINTRODUCTION TO THE TOPIC

Study focuses on the perception of faculties regardingStudy focuses on the perception of faculties regarding

implementation of TQM in Management Institutesimplementation of TQM in Management Institutes

Providing Quality EducationProviding Quality Education

Aspects discussed includeAspects discussed include

TQM deploymentTQM deployment Personnel &Work ProcessesPersonnel &Work Processes

Customer issuesCustomer issues



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TQM : DefinitionTQM : Definition

A business strategy encompassing theA business strategy encompassing the

entire organization to provide goods/entire organization to provide goods/

services that completely satisfy theservices that completely satisfy the

customercustomer



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Reasons for selecting the topicReasons for selecting the topic

Pune as Hub Centre for Management studiesPune as Hub Centre for Management studies

Resemblance of Management Institutes asResemblance of Management Institutes as

Corporate Organisation in 21Corporate Organisation in 21stst centurycentury

ISO : 9001 Certification by EducationalISO : 9001 Certification by Educational

InstitutesInstitutes

Importance of TQM in Service SectorImportance of TQM in Service Sector Faculty TurnoverFaculty Turnover



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OBJECTIVES & SCOPE OF THEOBJECTIVES & SCOPE OF THE

RESEARCHRESEARCH

ObjectiveObjective

Study of faculty perception of the implementation ofStudy of faculty perception of the implementation of

Total Quality ManagementTotal Quality Management

ScopeScope

a) Study restricted to Management Institutes in Punea) Study restricted to Management Institutes in Pune

b) Aspects studiedb) Aspects studiedii) TQM Deployment) TQM Deployment

ii) Personnel & Work Processesii) Personnel & Work Processes

iii) Customers Satisfactioniii) Customers Satisfaction



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LIMITATIONSLIMITATIONS

Applicability of study restricted to study area onlyApplicability of study restricted to study area only

i.e. results can not be generalisedi.e. results can not be generalised Results may be at variance from the conclusionResults may be at variance from the conclusion

drawnbecause of statistical limitationsdrawnbecause of statistical limitations

Strong possibility of repliesbeingbiasedStrong possibility of repliesbeingbiased

Respondents may not be clear about TQM. MayRespondents may not be clear about TQM. Mayhave equated intentions to pursue with actualhave equated intentions to pursue with actual

implementationimplementation



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RESEARCH METHODOLOGYRESEARCH METHODOLOGY

Primary data collection:Primary data collection: Structured QuestionnaireStructured Questionnaire

Personal InterviewPersonal Interview

Secondary Data:Secondary Data: Journals on Quality ManagementJournals on Quality Management

Quality relatedbooksQuality relatedbooks

Various websitesVarious websites

Sampling Design:Sampling Design:

Sampling UnitSampling Unit:: FacultyFaculty

SaSample sizemple size :: 6565

Method of Sampling used:Method of Sampling used: Purposive Sampling.Purposive Sampling.

Scale used :Scale used : LikertLikert scale with 5 pointsscale with 5 points



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DATADATA ANALYSISANALYSIS

&&

INTERPRETATIONINTERPRETATION



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TQM DEPLOYMENTTQM DEPLOYMENT

(RESPONSE)(RESPONSE)

Statement Percent of Respondents

Agree/ Strongly

Agree

Neutral Disagree/Strongly

Disagree

Top management committed

to TQM

40 20 40

Institute has formal TQM

program

28 16 56

Institute has benchmarked

internal quality standards

32 20 48

Institute uses TQM tools 24 20 56

Institute has budget allocation

for development36 36 28

Institute uses team building

techniques

48 28 24



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TQM DEPLOYMENTTQM DEPLOYMENT

(ANALYSIS)(ANALYSIS)40% reported that their top management is committed to TQM40% reported that their top management is committed to TQM

28% agreed that their institute has formal TQM programs28% agreed that their institute has formal TQM programs

32% agreed to internal quality standards benchmark32% agreed to internal quality standards benchmark

24% informed about the use TQM tools24% informed about the use TQM tools48% informed about the team building techniques48% informed about the team building techniques

36% stated the allocation of budgets for development36% stated the allocation of budgets for development

Gap of 12% in first two statements suggest the response may be toGap of 12% in first two statements suggest the response may be to

show themselves good in management eyes as institute has no formalshow themselves good in management eyes as institute has no formal

TQM programTQM program

There is little evidence of actual deployment of TQM in majority ofThere is little evidence of actual deployment of TQM in majority of

institutes and respondents may not be very clear about meaning ofinstitutes and respondents may not be very clear about meaning of

TQM. Some may have equated intention to pursue TQM withTQM. Some may have equated intention to pursue TQM with

actual implementation actual implementation



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Personnel and Work ProcessesPersonnel and Work Processes

(Response)(Response)Statement Percent of Respondents

Agree/ Strongly

Agree


Disagree

Institute takes adequate measuresalways for improvements in

academic processes

60 28 12

Faculties are committed to

achieving excellence68 16 16

Faculties share responsibilities in

all activities44 28 28

Institutes organizational culture

builds mutual trust44 28 28

Opportunities are provided for the

growth and development52 24 24



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Personnel and Work ProcessesPersonnel and Work Processes

(Analysis)(Analysis)

Majority of respondents indicated thatMajority of respondents indicated that

Organizations were continually making improvements in their workOrganizations were continually making improvements in their work

processesprocessesFaculties are committed to achieving excellence and areFaculties are committed to achieving excellence and are

responsible for their own workresponsible for their own work

Organizational culture builds mutual trustOrganizational culture builds mutual trust

Opportunities are provided for the growth and developmentOpportunities are provided for the growth and developmentLuke warm response to the responsibilities being shared by theLuke warm response to the responsibilities being shared by the

facultiesfaculties



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Customer IssuesCustomer Issues

(Response)(Response)

Statement Percent of Respondents

Agree/ Strongly

Agree


DisagreeInstitutes handles students

complaints effectively to

earn trust & loyalty

56 28 16

Institutes has a formal

evaluation system56 8 36

The students needs areidentified and addressed

properly

48 28 24

Institute has high image and

reputation as per the

opinion of the students

36 32 32



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Customer IssuesCustomer Issues

(Analysis)(Analysis)

Majority of respondents stated thatMajority of respondents stated that

organization use various mechanisms of assessing customerorganization use various mechanisms of assessing customer

satisfactionsatisfactionSystem exists for identification and handling of customerSystem exists for identification and handling of customer

complaints.complaints.

The nonThe non--zero proportion disagreeing or being neural to customerszero proportion disagreeing or being neural to customers

issue statements suggests, as does the literature, that there isissue statements suggests, as does the literature, that there isalways room for improvement in this area.always room for improvement in this area.



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CONCLUSIONCONCLUSION

Results highlight inconsistencies in how educational organizationsResults highlight inconsistencies in how educational organizations perceive andperceive and

implementimplement total quality management programstotal quality management programs

RResults suggest that these programs may not have been properly implementedesults suggest that these programs may not have been properly implemented

due todue to lack of commitmentlack of commitment

Part of the problem may stem fromPart of the problem may stem from different levels of management perceivingdifferent levels of management perceiving

TQM in different perspectivesTQM in different perspectives

Need for the entire organization to beNeed for the entire organization to be in agreement with regard to TQMin agreement with regard to TQM

deployment, use of TQM tools and establishment and use of benchmarkeddeployment, use of TQM tools and establishment and use of benchmarked

standards.standards.Survey indicates that organizations areSurvey indicates that organizations are continually making improvementscontinually making improvements in theirin their

work processes and faculties arework processes and faculties are committed to achieving excellencecommitted to achieving excellence



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SCOPE FOR FURTHER STUDYSCOPE FOR FURTHER STUDY

Study can be undertaken in other areas of Service Sector such asStudy can be undertaken in other areas of Service Sector such as

Fast food restaurantsFast food restaurants

Hospitality Sector (Hotels and Motels)Hospitality Sector (Hotels and Motels)

Malls & other storesMalls & other stores

Banks & Financial institutesBanks & Financial institutes

HospitalsHospitals Other educational institutionsOther educational institutions

..



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THANK YOU.!!!!!THANK YOU.!!!!!for patiencefor patience



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Role of Employees inRole of Employees in

Quality ImprovementQuality Improvement

Participative problemParticipative problemsolvingsolving employees involved in qualityemployees involved in quality--

managementmanagement

every employee has undergoneevery employee has undergoneextensive training to provideextensive training to providequality service to Disneysquality service to Disneysguestsguests

KaizenKaizen involves everyone in process ofinvolves everyone in process of

continuous improvementcontinuous improvement


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Quality Attributes inQuality Attributes in

ServicesServices

Principles of TQM apply equallyPrinciples of TQM apply equally

well to services andwell to services and

manufacturingmanufacturing

TimelinessTimeliness

how quickly a service ishow quickly a service is

provided?provided?

BenchmarkBenchmark best level of qualitybest level of quality

achievement in one company thatachievement in one company that

other companies seek to achieveother companies seek to achieve

quickest, friendliest, mostquickest, friendliest, most

accurate serviceaccurate service

available.available.


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UnderUnder--

standingstanding

TangiblesTangibles

ReliabilityReliability

CommunicationCommunicationCredibilityCredibility

SecuritySecurity

ResponsivenessResponsiveness

CompetenceCompetence

CourtesyCourtesy

AccessAccess

1995 Corel Corp. 1995 Corel Corp.

Service Quality AttributesService Quality Attributes



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OrganizationalOrganizational

PracticesPractices

QualityQuality

PrinciplesPrinciples

EmployeeEmployeeFulfillmentFulfillment

AttitudesAttitudes

(e.g., Commitment)(e.g., Commitment)

How to DoHow to Do

What to DoWhat to Do

EffectiveEffective

BusinessBusiness

CustomerCustomer

SatisfactionSatisfaction

AchievingAchieving

Total Quality ManagementTotal Quality Management

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