Implementing Total Quality Management – the quality director ‘The quality director was appointed with the brief to introduce Total Quality Management (TQM) to the company. It was his responsibility to put the proposal as to how it could be done, and then to carry it out. As he described at the outset of the project “[this] is one of the most complex projects that we could undertake at this time”. The complexity came because the project would hopefully change the way that everyone in the company thought and worked [i.e. both attitude and procedures]. This would have to be done through consultation, training and the demonstration through piloting small-scale improvement activities, that the move towards TQ was worthwhile. The initial phase as part of the proposal process was to carry out a company-wide quality audit to determine attitudes, knowledge and current practice. The results paved the way for the carrying out of targeted efforts where needed most. The first phase of execution was to take the board of directors of the company on awareness training – showing them how working under a TQ environment would benefit them, and what changes would be needed. The next level of management were then trained and so on down the hierarchy until the middle management level. These managers then trained their own people – a process known as “cascading”. The project to introduce the new philosophy to the company took several years, and has now moved on to become an accepted way of working. The quality director was initially involved in the management of the introduction process, where the employees and suppliers needed to be convinced that this was a good route for the company to take. His role then became one of project sponsor of a variety of improvement projects, which may be considered as subprojects of the main one.’ 1.)Describe the role of the project manager in each of the cases.

I need a discussion response to my peers post Employee training and development is very important in today’s society, it created a great impact on organization, it help to identify and address weakness, improved employees performance, consistency and satisfaction. According to research; “training and development program have the advantage over employees in other company who are left to seek out training opportunity on their own” (Mazenod, A. 2013). “In today’s economy employees have less loyalty to an organization and are quite willing to move to another organization to advance their careers” (Blanchard, P.N. & Thacker, J. 2013). In addition, to keep valuable employees in this competitive job market organization have taken the interest of their employees more seriously; they implement additional training and give employees the opportunities to enhance their skills. According to the text, “an important part of the development process is to offer to help employee develop skills for the future (personal development), not just for present job” (Blanchard, P.N. & Thacker, J. 2013). In addition, there has been a big emphasis on management training, the best qualities can be attain in any manager or leader when they have to face adversity, criticism, disappointments, pain, anger and ultimately rise out of those situation, a better person, stronger and unscathed. For example, a recent incident at my workplace required management to implement lunch schedule for the department. During lunch hours which are from noon to 2:00 p.m., it became obvious; everyone was leaving and returning at various times. This started to impact staffing, because no one was available to respond to incoming phone calls on our hotline. This was a dedicated phone line and because of these issues, numerous escalations ensued. Management knew the backlash would be very vocal, especially from senior staff members. Therefore, they sent an email to everyone and suggested we coordinate and discuss what times would be appropriate for all. Ultimately, this served to be a very bold decision but it was one that everyone was able to compromised and effectively resolved. Managers carry a different and more complex burden for ensuring the success of the enterprise than do nonmanagers” (Blanchard, P.N. & Thacker, J. 2013). Word count 396 References: Blanchard, P.N. & Thacker, J. (2013). Effective Training: System, Strategies, Practice (5th ed). New York, NY: McGraw Hill. Mazenod, A. (2013). Engaging employers in workplace training – lessons from the English Train to Gain programme. International Journal of Training and Development, 18(1), 53-65. doi:10.1111/ijtd.12020