Managing Business

“Individual assignment”

BM027-3-2-MBUS

“MANAGING BUSSINESS”

Name: Saltanat Maratova

Student ID: TP020379

Intake Code: UC2F1103BIS

Lecturer Name:

Hand in Date:

Due Date: -

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Managing Business

Table of Contents

INTRODUCTION 3

DEMING’S 14 POINTS APPLIED TO AN ACADEMIC ENVIRONMENT 4Create constancy of purpose 4Adopt new philosophy 5Cease dependence on inspection 5End the practice of awarding business on price tag alone 5Improve constantly and forever 6Institute Training 6Institute Leadership 6Drive out fear 7Break down barriers between departments 7Eliminate slogans and targets 8Eliminate management by objectives (MBO) 8Remove barriers to pride 8Encourage education and self-improvement 9Transformation is everyone’s job 9

Deming’s Cycle……………………...………………………………………………….10

CONCLUSION 11

REFERENCES 12

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Introduction:

William Edwards Deming (October 14, 1900 – December 20, 1993) known

as a person who revived the industrial production of Japan’s after Second

World War and developed the reputation for supremely high- quality

manufacturing that they still enjoy today

W. Edward Deming was an American professor, author, lecturer,

statistician and consultant. Japanese managers were interested in

Deming’s management theories which were ignored in America before. In

1947 Deming was invited to Tokyo to give lectures and seminars about

statistical process control. The Japanese industry adopted the Deming's

techniques immediately and ten years later Japan became one of the

leading countries in industry. The impact of Deming’s management

theories on American industry has made him one of leading consultants

around the world. Deming was awarded the Shewhart Medal by American

Society for Quality Control and he received many other rewards.

Edward Deming preached his “14 Points” that he believed could make the

industry more competitive by increasing quality of products without

expensive machinery. The items mainly focus on customer satisfaction

and produce high quality product. It is also concerned about the condition

of the state in the firm. Finally, it is important to note that the principle of Deming’s

management style is still extremely favorable and popular among the business community.

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Deming’s 14 principles in academic

environment

1. Create constancy of purpose:

Constancy of purpose is the first fundamental step, in which need to

define its values, mission and vision of the future to provide long-term

direction for its management and employees.

Dr. Deming believed that business should not exist simply for profit: they

are social entities whose basic purpose is to serve their customers and

employees. To implement this purpose they must take a long-term view,

to invest in innovation, to do comprehensive research and provide

training.

Nowadays Deming’s principles not just use in business community it also

use in academic environment, to improve the quality of the universities. In

academic environment, each learning institution must define an objective

for a present and future timeline. Student is the customer of university, so

the administration should try to satisfy that customer needs. Determining

goals is no trivial matter, should go through combine the ideas of the staff and

the students to reach vision and values of the institution. The mission

statement for a university is to develop the skills, attitudes, and

motivation in students so they will become responsible citizens and be

capable of making positive contributions to society.

Example:

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The instructional staff at Van Meter Secondary school believe that:

We need to find children’s passions, help them to discover their skills and abilities,

and then coach them( and their parents) in those direction

The purpose of an educational system is to teach kids to THINK, LEAD AND SERVE.

2. Adopting the New Philosophy

Deming believed that after making a new objective, the management should adopt to the new

philosophy to attain the main target. In academic environment to effectively focus on the

customer needs, everyone, from boardroom to the stockroom, must learn the new principles

that support the quality revolution.

Management needs to break the barriers between the staff and the student, which contribute

to create trustful relationship of interaction. So, the staff and the students should work

together to produce the best possible results to achieve one common goal.

Example: In Harvard University the management provides their students with the latest

equipment and necessary tools to give an opportunity to study in best way.

3. Cease dependence on mass inspection

An institution needs to focus more in product or service process. Testing is always costly and

spent time. The quality is not depends on audits, test or inspection. We need to develop

processes in which there is minimum testing but will be more focus on progress in learning.

In Academic environment it can be reached by providing high quality education through the

teaching methods and teaching materials. Continuous quality improvement process is a

challenge for all involved

Students should be inspired to make themselves responsible for their own work and to

become independent, in order to realize the mission. For example, there should be minimal

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emphasis on examinations and instead teachers should encourage peer assessing and self-

learning of students.

4. Consider total cost not only initial price

The price is nothing if the quality is not clear. Do away with the practice of purchasing for

the cheapest price, but instead should be to minimize the overall costs and strive to choose a

particular vendor for each product required in the production. In an academic environment

would be a single supplier of materials such as books and food. First of all, college must

select the supplier who provides the best quality goods and services with acceptable price,

then buy all materials from particular supplier.

Example: Recruiting new teachers from one particular institution, which has a good

reputation for producing quality teachers.

5. Improve constantly and forever

Today and always, continuously improve all the processes of planning, production and

service delivery. Management need to seek out problems, to improve all activities and

functions in the university, improve quality and productivity and thus constantly decrease

costs. In the academic environment, the management should search the

needs of their staff and students. This way, the staff and the students will

perform more efficiently.

Example: To help decide where to look to improve, colleges can use surveys, suggestion

boxes, etc. Classroom techniques must be improved, teaching methods should be updated and

all the vital college departments should be closely monitored to continually improve them.

6. Institute training

It is very important to get training at all levels of an organization to improve staff capacity.

This will have an impact on the development of the organization and its growth and impact

on the quality of teachers. Everyone needs to know their job well. Faculty development

programs help teachers to improve their skills and capabilities. This kind of training should

be implemented in academic learning process to give students the proper knowledge. Each

employee must have up-to-date knowledge and experience in order to

perform better.

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Example: APIIT University College has a large staff of experienced teachers and

employees. They require high-level work and provide intensive training for their employees.

7. Institute Leadership

The leader should be a designer, a creator of an environment. Need to apply

modern management methods directed at helping people to better perform their work.

In the learning process, academic staff should be leaders, not managers. Students need leaders

to guide them in the right direction to improve the quality of work. Most of the lectures have

a wrong idea of being leader, so that is highly affecting the performance of each student.

Effective leaders must be able to identify barriers to communication and productivity, and

then remove them.

Example: Most of the students are not interesting to study because they do not have any

motivation to implement better performance. Because sometimes the teaching method of

teachers is poor instead of this they need to guide and develop the skills of students.

8. Drive out fear

Encourage effective two-way communication and to use other methods to eradicate fear,

apprehension and hostility within the organization so that students and staff can work more

efficiently and productively for the benefit of the university. Fear is manifested in many

ways: fear of reprisal, fear of failure, fear of the unknown, fear of relinquishing control and

fear of change.

Any employee, who is experiencing the fear of their superiors, cannot properly cooperate

with it. So in academic environment the staff and student need to have good relationship

because the true collaboration can achieve much more.

Example: Unfortunately, many schools operate on fear of punishment, the low estimate. Fear

may lead students to obey but does not motivate them to be happy to school or training.

Students should not be afraid to voice their complaints or claims.

9. Optimize the effort of team

Teamwork helps to break down the barriers between department and individuals. In academic

environment are formed many different teams. Different departments of institution have their

own interests, traditions, values, and often even their own language and jargon. Therefore,

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they may feel the need to struggle with their colleges from other structures of the university

their interests as they think, prejudiced. This can be done by working in a team, for example,

departments and staff areas should cooperate with each other and work together to overcome

problems and improve quality and productivity.

Example: Different department or teachers should make a meeting to bringing everyone in

on the decision process which will usually result in a better solution, and certainly one that is

easier to accept.

10. Eliminate exhortations

Renounce the use of posters, slogans and appeals to staff and student, which requires them to

Zero Defects operation, a new level of productivity, etc., just telling someone to do well is

meaningless without the methods to achieve that goal. They assume that all quality problems

are due to human behaviour and that workers can improve simply through motivational

methods. Low quality and low productivity belong to the system and thus lie beyond the

power of the work force.

Example: If teacher is teasing the student without reason, they may have enmity relationship

that can affect in learning process.

11. Eliminate Numerical Quotas and Management by Objective (MBO)

Eliminate work instructions and standards, which set arbitrary standards and quotas for

workers and quantitative targets for managers. Replace them with support and help from

superiors in order to achieve continuous improvements in quality and productivity. Standards

and quotas are born of short-term perspectives and create fear.

Measuring system, which is used in academic environment, reduces the growth within each

student. These numerical estimates cannot measure every aspect of student’s knowledge and

critical thinking. Thus, the measurements should be expanded to cover more standard for

each student. Subsequently, using the numbers of rank students may affect their behavior and

performance within the class. In addition, all students, even low-grader should be encouraged

to perform better in the future.

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Example: Most of the academic environment uses the grade system to measure student

knowledge and rank them from the highest grade to lowest grade.

12. Remove barriers to pride in workmanship

Pride is a strong motivator. In the academic setting, pride certainly flows from personal and

group achievements, but there is also a good deal of pride in the institution as well. If the

students are included in some of the decision making processes, they will develop a strong

pride of ownership that can have a significant impact on their attitudes. Remove barriers that

rob staff and student, denying them the opportunity to be proud of their work.

Example: Students should try to express an opinion or attitude toward an issue or problem,

despite their right or wrong. Since this will contribute to the development of strong pride and

motivate them to do better.

13. Encourage education and self-improvement

Every person within the educational organization needs continuous learning and self

improvement. Universities provide a vigorous program of education and support for self-

improvement for all teachers and management staff. Organization need not just people, it

needs workers, improved by education. Source of successful progress in achieving

competitiveness is knowledge. Eventually, all the staff members will be able to

innovate new ideas and perform better in work environment.

Example: Educational organizations provide a variety of management courses for

employees, even outside their area of expertise. All employees are able to expand their

knowledge and sharpen their skills of innovation in many ways. Also, the curriculum up-to-

date with the outside world needs.

14. Take action to accomplish the transformation

Management should be in charge of making every one starting from the staff until

the student to adopt this transformation in the university. Management in authority

will take pride in their adoption of the new philosophy and their responsibilities. The

transformation is everybody's job. Teachers should be the main forces that direct all students

towards the perfect amelioration by supporting, training and motivation. Creation a structure of top

management that will push every day during the previous 13 points, and take action in order to

perform the conversion.

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Moreover transformation is an important part of performance development, without transformation

any school, college, or university could hardly be successful.

All of the organization should understand the meaning of each of the 14 points, and

management must understand and accept fully adopting the philosophy of TQM (Total

Quality Management). This is not a trivial process as it will take time to understand and

analyze all the 14 points. The time spent in this effort forms the foundation for all of the

TQM implementation.

Deming’s philosophy

Figure # 1:

(http://www.expertprogrammanagement.com/2010/10/the-plan-do-check-act-cycle-the-deming-cycle/)

PLAN DO CHECK ACT

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Define a

problem/opportunit

y

-Analyse the

situation

-Think creatively to

create the best

solution

-Set improvement

goals and standards

-Implement

corrective actions

-Document the

procedures and

observation

-Use data gathering

tools to collect

information

-Analyse

information

-Monitor and

measure trends

-Find and fix

-Document results

Evaluate

-Apply lessons

learned

-Modify as

necessary

Table # 1

Table #1 shows the explanation of Figure #1.

Conclusion:

Total Quality Management can be a powerful tool in an educational institution, although it was designed for manufacturing processes. The key elements of successful implementation of gaining the support of everyone in the chain of supervision identify your customer, to focus on refining the process and use of Deming's 14 points as a guide and checklist in the implementation effort. The final result will be more productive and collaborative relationship, rather than "us versus them" attitude between teachers and students.

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References:

1) W.Edwards Deming 1. Winn, R.C, Green, R.S,1998, Applying Total Quality

Management to the Educational Process, Available at:

http://www.ingesfor.com/BA537/Cases/Case%204_1/Case%204_1.pdf [Accessed on

16 May 2011]

2) Deming, W.E, 1986, Out of Crisis, Reprinted edition, Cambridge, Massachusetts,

MIT Press

3) Image on Deming’s cycle [Online] Available at:

http://www.expertprogrammanagement.com/2010/10/the-plan-do-check-act-cycle-

the-deming-cycle/ [Accessed on 6 June 2011]

4) Allen W. Deming’s 14 Points for Total Quality Management [Online] Available at:

http://pirun.ku.ac.th/~b4555325/pdf/Xqa01%20Deming%2014%20pts.pdf [Accessed

on 2 June 2011]

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5) Deming’s Philosophy for Quality Management, Chapter 22 [Online] Available at:

http://umanitoba.ca/faculties/afs/food_science/courses/Course%20notes/

78_420/22%20Deming.pdf [Accessed on 25 May 2011]

6) Evans, J.R, Lindsay W.M,2005, The Management and Control of Quality, 6th edition,

Singapore, Seng Lee Press

7) Rao Ashok , ... [et al.]. 1996, Total Quality Management, USA

8) Deming’s Cycle, Available at :

http://www.expertprogrammanagement.com/2010/10/the-plan-do-check-act-cycle-

the-deming-cycle/ [ Accessed on 5 June 2011]

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