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The process of TQM (Total Quality Management) in education takes place from the very simple things developed at schools and it requires the total immersion of every member of the educative systems in order to improve it.
The process of TQM (Total Quality Management) in education takes place from the very simple things developed at schools and it requires the total immersion of every member of the educative systems in order to improve it.
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Attribution Non-Commercial (BY-NC)
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The process of TQM (Total Quality Management) in education takes place from the very simple things developed at schools and it requires the total immersion of every member of the educative systems in order to improve it.
Copyright:
Attribution Non-Commercial (BY-NC)
Verfügbare Formate
Als PDF, TXT herunterladen oder online auf Scribd lesen
Total Quality Management was developed and expanded
by Dr. Edwards Deming (199-1993). He contributed to the innovation of production in business and manufacturing companies, especially in Japan.
Japanese followed his philosophy and applied it especially
in economical and industry fields. TQM is oriented in the fulfillment of standardized priorities; strategies conformed into an environment of development of levels of compromise and circle cycle.
This cycle begins with the basic 4 moments: plan, do,
check, and act; under the rules which define these moments: control, measurement, definition, and identification.
All this process works in function of the quality
verification and the use of quality tools. The management of quality orientation also includes production, services, profits, and general performance.
Many researchers have also formulated a variety of
frameworks for educational matters. The whole process is an architectural scheme. Some of these investigators are Johnson 1993; Susan 1995; who mention the so called Continuous Quality Improvement (CQI), Strategic Quality Management (SQM) or Total Quality Management (TQM). Even though there might be some differences among these approaches, the term TQM is considered to be more general to capture the essence of quality improvements.
14 central points that empower processes of different
Create constancy of purpose Adopt the new philosophy Create inspection - require evidence Improve the quality of supplies Continuously improve production Train and educate all employees
Supervisors must help people
Eliminate boudaries
Eliminate the use of slogans
Eliminate numerical standards Drive out fear Let people be proud of their work Encourage self-improvement Commit to every improving quality
TQM IN EDUCATION WORKS AS A CHAIN……
Funda Endors Funda Educati
mental ement mental on as a change of Philoso system student phy s Process Needs Funda Service begins identifi with mental s, cation decisio produc custom er ns ts Specific points to be developed inside the 14 central points:
Develop a mission statement as a
corporate purpose or aim. Develop the skills, attitudes and motivation in ss. Quality in everything. Focus on the product or service process. Cost business not only in money fundamentals. Organize, plan, execute. Institute training Skills, attitudes, and motivation in Institute leadership Balance teachers’ roles and times Promote opportunities. Innovation. Break down barriers. Avoid obsession with goals and slogans. Work on priorities. Drop out barriers between departments. Everyone in the institution must be included in the education process. Define management responsibilities. Variables are taken in account. Keep the improvement systems. Everyone needs to know their job. Statistical control. Evaluation. Remove barriers to pride of workmanship. Curriculum control. Orient to leadership culture. Avoid fear. Face and accept challenges. COMPILED FOR Control, evaluate to plan again paying EDUCATIVE PURPOSES attention to constraints. Teach and keep TQM at all levels.