Commitment and Empowerment of Employees †MyAssignmenthelp.com

Question: Discuss about the Commitment and Empowerment of Employees. Answer: Introduction Total quality management is a business approach which has been referred to the process of maintaining and balancing a safe amount of quality in the products and services for offering the consumers with the maximum level of satisfaction. This is a customer-oriented approach which aids the business entity in attaining the goals and targets (Ariffin, 2014). The concept is all concerned about the assumption that the entire efforts of the employees within the organization should be focused towards offering the best set of services to the consumers and at the end, the efforts applied by the employees will be reflected in the satisfaction level of the customers. The mechanism is totally engaged in bringing regular advancements and improvements so as to enhance the quality of products which in-turn leads to increased level of satisfaction. Total quality management is the factor for attaining operational excellence. Operational excellence has been considered as the key requirement for any of the business organization for succeeding in the competitive environment. Quality products and services play a vital role in establishing a strong brand image of Business Corporation (Calabrese and Corb, 2015). The tools of TQM can be tracked during 1920s when the first application of the statistical theory was done to the quality of the products. The history of TQM has been segmented in some of the main sections such as monitoring, auditing, control over quality and statistical approaches, quality in Japan, awards for quality and excellence models (Fonseca, 2015). Moreover, the base of the concept of Total Quality Management has been observed to be emerged from early 1920s, which has been termed as the principles of scientific management. The developments in the concept were later made in Japan in 40's led by Americans such as Deming, Juran and Feigenbaum.In 1930s (asq.org 2017), introduction of mechanisms for quality control and statistical analysis was done by Walter Shewhart. Various opinions and theories have been presented by different authors on the concept of quality management. For instance, W. Edwards Deming has given the 14 points on Total Quality Management and he was known as father of quality control. More, advancements in the concept were made by some Japanese researchers such as Dr. Ishikawa and Dr. Taguchi. On the basis of the research executed by Ishikawa, a development of a fishbone was done and it was also termed as cause effect diagram for solving the issues and also establishment of seven basic tools of quality and philosophy of total quality was done. Whereas, theory of Taguchi, on making a less sensitive design for developing variation in production process (asq.org 2017). The below-executed analysis has been made focused on the concept of total quality management of the Seven events which is an event management organization in the UK. Total Quality Management Key Principles The concept of continuous improvements means the development of new mechanisms and methods for advancements of the business activities and the operations. The below mentioned are the two methods or the tools which can be adopted by Seven Events for bringing continuous improvements in the processes and operations. Further, the author has also critically analyzed Kaizen which is one of the integral tools of the concept of TQM (Jones, 2014). Kaizen is a Japanese word which means continuous improvement. The term Kaizen has been made up of the combinations of the two different terms .i.e. Koi that means change and Zen that means good. Kaizen is the mechanism which can be adopted by Seven Events for bringing enhancements and advancements in the outcomes and this approach can also be proven beneficial in the personal life an individual. The concept of a quality circle has been introduced by the Japanese firms in a systematic manner and this attempt was made so as to make the involvement of the workforce at each and every organizational level (Cassia et al., 2015). This has been done for driving quality. On the basis of the research executed by Quality circles handbook, it has been observed that a quality circle is a concept which consists of a small group of individuals of 3 and 12 who are working on the same task. Purposely coming along, reliably for approximately 1 hour in a week in paid time, most of the part under the inventiveness of their own boss, and equipped to differentiate, dissect and take care of a part of the conflicts in their task. It has also been observed that there are two prime tasks which are assigned to the quality circles within an organization and that are the identification of the issues and problems and resolving the same issues and conflicts. Seven events is a multinational corporation and is also one of the leading brand names in the UK for organizing and planning events. The business corporation is acting as one body and develops motivation and improvements for finding best ways for planning events. The organization seeks the vision of the customers and makes a blend with the high standards and experiences for adding values. Application of Kaizen continuous improvement The concept has been used for describing the organizational culture in which the employees from top level to the lower level work and think for the ways to bring improvement (Oakland, 2014). The mechanism consists of the small steps which are used on regular basis by the firm and brings large improvements in long run (Rao and Thejaswini, 2014). The author observed that the tool has been considered as a slow process of improvement not a blitz or set of changes which can be quickly implemented (Kerzner, 2013). The recommended improvements are suggested by the teammates who are performing the task, no other or outsider s involved or permitted. For instance, if an individual of Seven Events is facing issues in addressing or is confused with whether a change will make sense or not. Then that individual is expected to drag the other teammates and have a discussion or can also have a brainstorming session and after that decision can be taken (Mahal and Hossain, 2015). The author also analyzed that the philosophy of Kaizen can be unimaginably helpful to Seven events, since it can support the progression of teamwork and self-independent meetings; ultimately prompting enhanced participation in the work environment (McNeil, Frey and Embrechts, 2015). Moreover, the concept will also be proven beneficial on the off chance that the business entity anticipates unraveling sectional interferences, and the way to change is centered on the necessities of the client (Sallis, 2014). By embracing kaizen, the employees will be roused to attain more raised amounts of value and advancement they simply need to trust that change and change are conceivable. Apart from all the benefits the business entity can also face some issues due to the limitations observed in the philosophy (Oak John, 2010). Application of Quality circle The quality circles are also secondary involved in boosting the morale of the teams through maintaining the presence at the meetings and also offering formal opportunities for discussing the work-related issues (Evans, 2010). Meetings are held in an organized manner. Seven events will have a need to select a chairman on a pivoting premise and a prepared plan. Minutes are likewise taken. They fill in as helpful methods for following up the proposition and their execution. The accomplishment of value circles has been found to depend critically on the measure of help they get from senior administration and on the measure of preparing that the members are given in the ways and points of the circles (Dale, 2015). Moreover, the author also emphasized the significance of training the workforce regarding the problem solving and failure analysis and also offering the members the set of appropriate tools of quality assurance for solving a problem. But in reality, the team members are lacking with the training sessions of formal problem solving (Goetsch and Davis, 2014). For instance, brainstorming sessions or technical training sessions are not provided. And this will lead to using the data in a wrong manner and incorrect implementation of the quality assurance process. It has been made voluntary to participate and working in the problem-solving processes of quality circles. In some cases, the workforce of Seven events may show reluctant behavior as not all the time the people like changes. And hence this has been proven as a disadvantage for the business corporation (Homburg, Schwemmle and Kuehnl, 2015). If the business entity is facing the problems of miss-management then due to the programs of a quality circle the practices and the activities of poor management will automatically get highlighted. For making implementation of Kaizen within Seven events, the business entity is required to make determination of future plans and goals. The goals are considered as the initial requirement for any of the business entity, for instance if the firm desires to stay competitive a well-defined goal should be set. The further process consists of reviewing the plan. This will bring improvements and advancements in the business organization. After this improvement test can be executed and implementation of the required advancements should be done. This process will assists in minimization of waste and will aid in attaining competitive advantage. Evaluation of Seven events implementation of TQM with Quality circle process Getting aware of the quality issues is the main concern of the concept and this can be adopted by Seven events for attaining competitive advantage. The below presentation is done for the same: The first part for the process consists of the identification of the issues. The second segment consists of prioritizing the issues. Which issues should be considered as more important? The last part is about generating alternative solutions and provision for the issues faced by Seven events. This will provide different ways to tackle the issues and identification of best ways and solutions to problems. Conclusion In the limelight of the above-executed analysis, it has been inferred that the concept of total quality management is one of the business approaches which has to be adopted by the business corporation for maintaining a balance between the quality of the products and the services. The above-presented report has been majorly focused on the concept of TQM for Seven Events which is an event management and planning company in the UK. A critical analysis has been executed over the concepts of quality circle theory and Kaizen which is a Japanese philosophy in the further report. Both the terms form a significant part of the approach of total quality management. The author observed that the concept of the quality circle is all about making and enhancing the involvement of the workforce at each and every organizational level. And Kaizen is a Japanese word which means continuous improvement and the same can be adopted by the business entity for bringing enhancements and advancements in the outcomes. The author has also presented some of the limitations of both the concepts. Apart from all the limitations, both the approaches of management will be proven beneficial for the business organization. Recommendations As it has been observed in the concept of the quality circle, the membership is voluntary, the entry and exit depend on the wish of the members and which come-up as an issue. So for solving this problem, some criteria should be set for entry and exit for the members. Moreover, Seven events should also focus on offering training sessions to the workforce or some of the brainstorming programs should be organized and the individuals within the organization should be made well-versed with the tools and techniques of problem-solving and decision making. In case of implementation of Kaizen, the business corporation should develop a friendly environment with the organization so as the workforce should start feeling free for sharing their ideas and beliefs which will enhance their performance and productivity. References Ariffin, J.M., 2014.JHR ventures: a case study of business challenge in event management industry(Doctoral dissertation, Universiti Malaysia Kelantan). asq.org, 2017, history of total quality management, Assessed on 3rd December 2017, https://asq.org/learn-about-quality/total-quality-management/overview/tqm-history.html. Calabrese, A. and Corb, M., 2015. 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