Managerial role in ensuring successful total quality management programme in Ghanaian printing firms

Purpose – Most of the total quality management (TQM) programmes implemented in the printing industry fail to produce the intended benefit, because of the view that quality achievement is workers responsibility. The purpose of this paper is to examine the role management plays in the implementation of TQM programme in the Ghanaian printing firms. Design/methodology/approach – The study employed mixed method in gathering relevant data. A cross-sectional survey questionnaire was given to 145 managers of registered members of Ghana Printers and Paper Converters Association, Southern Sector to assess the role management plays in TQM programme. Key informant interview was conducted among ten randomly selected production managers of printing firms to complement the survey data. Findings – The study finds out that organizational performance (OP) is not significantly influenced by the level of commitment of top management in a printing organization. Rather OP is greatly influenced and determined by leadership styl...

[1]  W. Cooley,et al.  Multivariate Data Analysis. , 1973 .

[2]  Jayant V. Saraph,et al.  An Instrument for Measuring the Critical Factors of Quality Management , 1989 .

[3]  Tony Bendell,et al.  The quality gurus – their approaches described and considered , 1995 .

[4]  Mohammad Talha.  Total quality management (TQM): an overview , 2004 .

[5]  Noorliza Karia,et al.  The effects of total quality management practices on employees' work‐related attitudes , 2006 .

[6]  Michael Hough,et al.  Updating Our TQM Thinking for a Knowledge and Service Economy , 2004 .

[7]  L. Cronbach.  Coefficient alpha and the internal structure of tests , 1951 .

[8]  D. Samson,et al.  EXPLODING THE MYTH: DO ALL QUALITY MANAGEMENT PRACTICES CONTRIBUTE TO SUPERIOR QUALITY PERFORMANCE? , 1999 .

[9]  Robert W. Armstrong,et al.  The management pattern of adopting tqm in hong kong companies , 2005 .

[10]  Zhihai Zhang.  Quality management approach in China , 2000 .

[11]  Sasmita Palo,et al.  Measuring Effectiveness of TQM Training: An Indian Study , 2003 .

[12]  Samir Baidoun,et al.  An empirical study of critical factors of TQM in Palestinian organizations , 2003 .

[13]  David H. Gobeli,et al.  TQM: The experiences of ten small businesses , 1995 .

[14]  S. R. Devadasan,et al.  Financial accounting of ISO 9001:1994 based on quality information system , 2003 .

[15]  William Keogh,et al.  The Role of the Quality Assurance Professional in Determining Quality Costs , 1994 .

[16]  Poonsook Janpen,et al.  An Application of Total Quality Management for Thai Communities Knowledge Management Systems , 2005 .

[17]  Arturo Calvo-Mora,et al.  Using Enablers of the EFQM Model to Manage Institutions of Higher Education. , 2006 .

[18]  Sanjay L. Ahire,et al.  Development and Validation of TQM Implementation Constructs , 1996 .

[19]  Aidan P. Walsh,et al.  Total quality management continuous improvement: is the philosophy a reality? , 2002 .

[20]  Andy Field,et al.  Discovering statistics using SPSS, 2nd ed. , 2005 .

[21]  John Piggott,et al.  Global Quality: The New Management Culture , 1993 .

[22]  George P. Laszlo.  Quality awards ‐ recognition or model? , 1996 .

[23]  K. Tan.  A comparative study of 16 national quality awards , 2002 .

[24]  Jack H. Hedblom,et al.  Methods for the Social Sciences: A Handbook for Students and Non-Specialists , 1980 .

[25]  T. C. Powell.  Total Quality Management as Competitive Advantage , 1995 .

[26]  R. Schonberger.  TQM: What's in it for academics? , 1995 .

[27]  A. D. Jankowicz.  Business research projects , 1995 .

[28]  P. Lee.  Sustaining business excellence through a framework of best practices in TQM , 2002 .

[29]  J. Melnick,et al.  Doing It Better , 2006 .

[30]  G. Karuppusami,et al.  Pareto analysis of critical success factors of total quality management: A literature review and analysis , 2006 .

[31]  Sushma S. Kulkarni,et al.  Graph theory and matrix approach for performance evaluation of TQM in Indian industries , 2005 .

[32]  B. Klefsjö,et al.  TQM as a management system consisting of values, techniques and tools , 2000 .

[33]  Rodney McAdam,et al.  A grounded multi‐model framework for TQM dynamics , 2002 .

[34]  R. A. Martins,et al.  Total quality management programs: a framework proposal , 2000 .

[35]  R. N. Anantharaman,et al.  A holistic model for total quality service , 2001 .

[36]  Ismail Sila,et al.  An investigation of the total quality management survey based research published between 1989 and 2000: A literature review , 2002 .

[37]  R. Schroeder,et al.  A THEORY OF QUALITY MANAGEMENT UNDERLYING THE DEMING MANAGEMENT METHOD , 1994 .

[38]  John S. Oakland,et al.  Quality Improvement Through Standards , 1994 .

[39]  R. Saravanan,et al.  Development and validation of an instrument for measuring Total Quality Service , 2006 .

[40]  N. Denzin.  Denzin, Norman K., The Research Act: A Theoretical Introduction to Sociological Methods , 3rd ed. Englewood Cliffs, NJ: Prentice-Hall, 1989. , 1989 .

[41]  H. J. Harrington,et al.  The Improvement Process: How America's Leading Companies Improve Quality , 1987 .

[42]  James G. Lollar,et al.  An empirical study of US SMEs using TQM , 2003 .

[43]  Choong Y. Lee.  Perception and Development of Total Quality Management in Small Manufacturers: An Exploratory Study in China , 2004 .

[44]  Joseph Berk,et al.  Total quality management : implementing continuous improvement , 1993 .

[45]  M. Idris,et al.  The soft foundation of the critical success factors on TQM implementation in Malaysia , 2001 .

[46]  K. Narasimhan.  Managing Quality (3rd ed.) , 2000 .

[47]  V. Arumugam,et al.  Does soft TQM predict employees’ attitudes? , 2005 .

[48]  Michael Beer,et al.  Why Total Quality Management Programs Do Not Persist: The Role of Management Quality and Implications for Leading a TQM Transformation , 2003, Decis. Sci..

[49]  Mohamed A. Youssef,et al.  Can TQM Lift a Sinking Ship? A Case Study , 2004 .