TO SUCCEED, MANAGEMENT MUST BE THE CHAMPION OF TQM

THOUGHT REVOLUTION IN MANAGEMENT
GO BEYOND RHETORIC (cartoon) | (cartoon)
PEOPLE-ORIENTED PRACTICES
CONSTANCY OF PURPOSE - LONG-TERM VIEW - STICK TO THE PLAN - DO NOT CUT CORNERS (cartoon)

MAXIMIZE EMPLOYEE POTENTIAL

TRAINING & DEVELOPMENT FOLLOWED BY ACTION - WORKERS MUST BE ALLOWED TO USE THEIR NEW SKILLS
INVOLVEMENT & EMPOWERMENT (A LICENSE TO MAKE ERRORS) (emp | intern/exter | limits | failure)

MAXIMIZE THE POTENTIAL FOR SYNERGIES

REDUCED FUNCTIONAL DIVISION - ADOPT A SYSTEM VIEW OF THE ORGANIZATION (cartoon)
TEAMWORK (cartoon)
CREATE STRATEGIC ALLIANCES WITH SUPPLIERS

REMEMBER, ORGANIZATIONS LEARN THROUGH PEOPLE, BUT NOT EVERY INDIVIDUAL LEARNING TRANSLATES INTO ORGANIZATION LEARNING.

ABOLISH MANAGEMENT BY OBJECTIVES (MBO), WHICH EMPHASIZES INDIVIDUAL-BASED PERFORMANCE EVALUATION AND REWARD SYSTEMS

MBO STRESSES RESULTS OVER QUALITY AND PROCESS IMPROVEMENT
MBO MAY SET A CEILING OF MEDIOCRITY
MBO ENCOURAGES COMPEITION AMONG WORKERS
MBO DISREGARDS THE FACT THAT EMPLOYEES ARE CONSTRAINED BY THE SYSTEM (e.g., a given university class --  class time, class length, class location, semester length, a need to rank, quality of classroom, number of students, year in program, personalities)
MBO INTRODUCES FEAR, FRUSTRATION, JELOUSY, BITTERNESS, ALIENATION

DEVELOP A LONG-TERM RELATIONSHIP WITH CUSTOMERS

EXTERNAL VS. INTERNAL CUSTOMERS

STATISTICAL PROCESS CONTROL

REDUCE PERFORMANCE VARIATION (chart)
STATISTICAL CONTROL/STABLE PROCESSES 
SPECIAL VS COMMON CAUSES 
PROCESS IMPROVEMENT VS. TAMPERING WITH A STABLE PROCESS