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Introduction

This entry is intended to describe in general terms Total Quality Management, discuss some international movements to implement TQM, and focus on the European Foundation for Quality Management (EFQM) Model of Excellence as a practical tool for implementation through the assessment of performance of a psychological organization. All of these models sponsor different yearly Prizes and Awards on Excellence or Total Quality Management.

In order to introduce the reader gradually into the field, we shall cover, in sequence, the basis of Total Quality Management, the content of some of the international models focusing on the EFQM, a summary of the content of the model (criteria and attributes), aspects on self-assessment and performance improvement, and our views and perspectives for the future.

Essential Ideas behind Total Quality Management

Total Quality Management deals with managing with quality all functions of the organization. Managing with quality means meeting stakeholders' needs (with emphasis in the customer) through self-assessment, continuously improving efficiency and effectiveness.

Consequently, we could define TQM as a management strategy, based on self-assessment, focused in the customer, continuously improving all activities of all functions through the integration of the employees, and the personal assumption and evaluation of their responsibilities.

From the early artisan times, quality has evolved to Total Quality in the 1980s, but it followed a long journey (Teboul, J., 1991):

  • 1930 Statistical control
  • 1940 Acceptance plans
  • 1950 Reliability and quality control
  • 1960 Cost of quality, prevention
  • 1960 to 1970 Involvement of everyone (Deming, E.W., 1982), problem analysis (Juran, J.M., 1989) and zero defects (Crosby, P.B., 1979)
  • 1980 TQM starts

Let us examine a series of principles which provide the basic philosophy of Total Quality Management. Later in this entry, you will have the opportunity to observe how these principles are structured in the EFQM Model.

Continuous Improvement Based on Self-Assessment for Learning and Innovating

The basic principle is that every activity is subject to improvement, and to be able to do that it is necessary to learn and apply this knowledge to innovate. This process has to be implemented through self-assessment.

The useful cycle used in science and industry applies: first you observe the results of any specific experience; second you reflect on these results; third you check or verify if your initial assumptions were met and, as a consequence, you learn; finally you take action either to correct towards the direction you want to take or you change your objective.

People Involvement and Implication

The improvement is not possible without the active participation of the people involved, who self-assess and assess the organization. Certainly, implication of management at all levels is needed, but the key to success is the involvement of the employees in the organization.

To do that, people training and development is a basic requirement; but empowerment by delegating authority and recognizing people when they contribute to improvement are ways to achieve employee implication.

Leadership

Leadership, which is ‘an attempt at influencing the activities of followers to willingly cooperate through the communication process toward the attainment of some goal or goals’ (Fleishman & Hunt, 1973: 3), is a complementary requirement to the above. It should be understood at all levels in the organization, even at the personal level: the identification of everyone with the concept that improvement will not be achieved without his or her participation.

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