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A study of Faculty Perception inA study of Faculty Perception in
implementation of TQM inimplementation of TQM inManagement Institutes in PuneManagement Institutes in Pune
Dr. S. H.Dr. S. H. KulkarniKulkarni Prof.Prof. ASMASM -- IBMRIBMR
Col R. K. Puni,Col R. K. Puni, Associate Prof. ASMAssociate Prof. ASM -- IBMRIBMR
RakeshRakesh BhatiBhati,, Associate Prof. ASMAssociate Prof. ASM IBMRIBMR
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QUICK SNAPSHOTu..QUICK SNAPSHOTu..
IntroductionIntroduction
Objectives & ScopeObjectives & Scope
LimitationsLimitations
Research MethodologyResearch Methodology
Data AnalysisData Analysis
ConclusionConclusion
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INTRODUCTION TO THE TOPICINTRODUCTION TO THE TOPIC
Study focuses on the perception of faculties regardingStudy focuses on the perception of faculties regarding
implementation of TQM in Management Institutesimplementation of TQM in Management Institutes
Providing Quality EducationProviding Quality Education
Aspects discussed includeAspects discussed include
TQM deploymentTQM deployment Personnel &Work ProcessesPersonnel &Work Processes
Customer issuesCustomer issues
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TQM : DefinitionTQM : Definition
A business strategy encompassing theA business strategy encompassing the
entire organization to provide goods/entire organization to provide goods/
services that completely satisfy theservices that completely satisfy the
customercustomer
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Reasons for selecting the topicReasons for selecting the topic
Pune as Hub Centre for Management studiesPune as Hub Centre for Management studies
Resemblance of Management Institutes asResemblance of Management Institutes as
Corporate Organisation in 21Corporate Organisation in 21stst centurycentury
ISO : 9001 Certification by EducationalISO : 9001 Certification by Educational
InstitutesInstitutes
Importance of TQM in Service SectorImportance of TQM in Service Sector Faculty TurnoverFaculty Turnover
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OBJECTIVES & SCOPE OF THEOBJECTIVES & SCOPE OF THE
RESEARCHRESEARCH
ObjectiveObjective
Study of faculty perception of the implementation ofStudy of faculty perception of the implementation of
Total Quality ManagementTotal Quality Management
ScopeScope
a) Study restricted to Management Institutes in Punea) Study restricted to Management Institutes in Pune
b) Aspects studiedb) Aspects studiedii) TQM Deployment) TQM Deployment
ii) Personnel & Work Processesii) Personnel & Work Processes
iii) Customers Satisfactioniii) Customers Satisfaction
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LIMITATIONSLIMITATIONS
Applicability of study restricted to study area onlyApplicability of study restricted to study area only
i.e. results can not be generalisedi.e. results can not be generalised Results may be at variance from the conclusionResults may be at variance from the conclusion
drawnbecause of statistical limitationsdrawnbecause of statistical limitations
Strong possibility of repliesbeingbiasedStrong possibility of repliesbeingbiased
Respondents may not be clear about TQM. MayRespondents may not be clear about TQM. Mayhave equated intentions to pursue with actualhave equated intentions to pursue with actual
implementationimplementation
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RESEARCH METHODOLOGYRESEARCH METHODOLOGY
Primary data collection:Primary data collection: Structured QuestionnaireStructured Questionnaire
Personal InterviewPersonal Interview
Secondary Data:Secondary Data: Journals on Quality ManagementJournals on Quality Management
Quality relatedbooksQuality relatedbooks
Various websitesVarious websites
Sampling Design:Sampling Design:
Sampling UnitSampling Unit:: FacultyFaculty
SaSample sizemple size :: 6565
Method of Sampling used:Method of Sampling used: Purposive Sampling.Purposive Sampling.
Scale used :Scale used : LikertLikert scale with 5 pointsscale with 5 points
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DATADATA ANALYSISANALYSIS
&&
INTERPRETATIONINTERPRETATION
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TQM DEPLOYMENTTQM DEPLOYMENT
(RESPONSE)(RESPONSE)
Statement Percent of Respondents
Agree/ Strongly
Agree
Neutral Disagree/Strongly
Disagree
Top management committed
to TQM
40 20 40
Institute has formal TQM
program
28 16 56
Institute has benchmarked
internal quality standards
32 20 48
Institute uses TQM tools 24 20 56
Institute has budget allocation
for development36 36 28
Institute uses team building
techniques
48 28 24
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TQM DEPLOYMENTTQM DEPLOYMENT
(ANALYSIS)(ANALYSIS)40% reported that their top management is committed to TQM40% reported that their top management is committed to TQM
28% agreed that their institute has formal TQM programs28% agreed that their institute has formal TQM programs
32% agreed to internal quality standards benchmark32% agreed to internal quality standards benchmark
24% informed about the use TQM tools24% informed about the use TQM tools48% informed about the team building techniques48% informed about the team building techniques
36% stated the allocation of budgets for development36% stated the allocation of budgets for development
Gap of 12% in first two statements suggest the response may be toGap of 12% in first two statements suggest the response may be to
show themselves good in management eyes as institute has no formalshow themselves good in management eyes as institute has no formal
TQM programTQM program
There is little evidence of actual deployment of TQM in majority ofThere is little evidence of actual deployment of TQM in majority of
institutes and respondents may not be very clear about meaning ofinstitutes and respondents may not be very clear about meaning of
TQM. Some may have equated intention to pursue TQM withTQM. Some may have equated intention to pursue TQM with
actual implementation actual implementation
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Personnel and Work ProcessesPersonnel and Work Processes
(Response)(Response)Statement Percent of Respondents
Agree/ Strongly
Agree
Neutral Disagree/Strongly
Disagree
Institute takes adequate measuresalways for improvements in
academic processes
60 28 12
Faculties are committed to
achieving excellence68 16 16
Faculties share responsibilities in
all activities44 28 28
Institutes organizational culture
builds mutual trust44 28 28
Opportunities are provided for the
growth and development52 24 24
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Personnel and Work ProcessesPersonnel and Work Processes
(Analysis)(Analysis)
Majority of respondents indicated thatMajority of respondents indicated that
Organizations were continually making improvements in their workOrganizations were continually making improvements in their work
processesprocessesFaculties are committed to achieving excellence and areFaculties are committed to achieving excellence and are
responsible for their own workresponsible for their own work
Organizational culture builds mutual trustOrganizational culture builds mutual trust
Opportunities are provided for the growth and developmentOpportunities are provided for the growth and developmentLuke warm response to the responsibilities being shared by theLuke warm response to the responsibilities being shared by the
facultiesfaculties
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Customer IssuesCustomer Issues
(Response)(Response)
Statement Percent of Respondents
Agree/ Strongly
Agree
Neutral Disagree/Strongly
DisagreeInstitutes handles students
complaints effectively to
earn trust & loyalty
56 28 16
Institutes has a formal
evaluation system56 8 36
The students needs areidentified and addressed
properly
48 28 24
Institute has high image and
reputation as per the
opinion of the students
36 32 32
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Customer IssuesCustomer Issues
(Analysis)(Analysis)
Majority of respondents stated thatMajority of respondents stated that
organization use various mechanisms of assessing customerorganization use various mechanisms of assessing customer
satisfactionsatisfactionSystem exists for identification and handling of customerSystem exists for identification and handling of customer
complaints.complaints.
The nonThe non--zero proportion disagreeing or being neural to customerszero proportion disagreeing or being neural to customers
issue statements suggests, as does the literature, that there isissue statements suggests, as does the literature, that there isalways room for improvement in this area.always room for improvement in this area.
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CONCLUSIONCONCLUSION
Results highlight inconsistencies in how educational organizationsResults highlight inconsistencies in how educational organizations perceive andperceive and
implementimplement total quality management programstotal quality management programs
RResults suggest that these programs may not have been properly implementedesults suggest that these programs may not have been properly implemented
due todue to lack of commitmentlack of commitment
Part of the problem may stem fromPart of the problem may stem from different levels of management perceivingdifferent levels of management perceiving
TQM in different perspectivesTQM in different perspectives
Need for the entire organization to beNeed for the entire organization to be in agreement with regard to TQMin agreement with regard to TQM
deployment, use of TQM tools and establishment and use of benchmarkeddeployment, use of TQM tools and establishment and use of benchmarked
standards.standards.Survey indicates that organizations areSurvey indicates that organizations are continually making improvementscontinually making improvements in theirin their
work processes and faculties arework processes and faculties are committed to achieving excellencecommitted to achieving excellence
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SCOPE FOR FURTHER STUDYSCOPE FOR FURTHER STUDY
Study can be undertaken in other areas of Service Sector such asStudy can be undertaken in other areas of Service Sector such as
Fast food restaurantsFast food restaurants
Hospitality Sector (Hotels and Motels)Hospitality Sector (Hotels and Motels)
Malls & other storesMalls & other stores
Banks & Financial institutesBanks & Financial institutes
HospitalsHospitals Other educational institutionsOther educational institutions
..
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THANK YOU.!!!!!THANK YOU.!!!!!for patiencefor patience
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Role of Employees inRole of Employees in
Quality ImprovementQuality Improvement
Participative problemParticipative problemsolvingsolving employees involved in qualityemployees involved in quality--
managementmanagement
every employee has undergoneevery employee has undergoneextensive training to provideextensive training to providequality service to Disneysquality service to Disneysguestsguests
KaizenKaizen involves everyone in process ofinvolves everyone in process of
continuous improvementcontinuous improvement
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Quality Attributes inQuality Attributes in
ServicesServices
Principles of TQM apply equallyPrinciples of TQM apply equally
well to services andwell to services and
manufacturingmanufacturing
TimelinessTimeliness
how quickly a service ishow quickly a service is
provided?provided?
BenchmarkBenchmark best level of qualitybest level of quality
achievement in one company thatachievement in one company that
other companies seek to achieveother companies seek to achieve
quickest, friendliest, mostquickest, friendliest, most
accurate serviceaccurate service
available.available.
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UnderUnder--
standingstanding
TangiblesTangibles
ReliabilityReliability
CommunicationCommunicationCredibilityCredibility
SecuritySecurity
ResponsivenessResponsiveness
CompetenceCompetence
CourtesyCourtesy
AccessAccess
1995 Corel Corp. 1995 Corel Corp.
Service Quality AttributesService Quality Attributes
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OrganizationalOrganizational
PracticesPractices
QualityQuality
PrinciplesPrinciples
EmployeeEmployeeFulfillmentFulfillment
AttitudesAttitudes
(e.g., Commitment)(e.g., Commitment)
How to DoHow to Do
What to DoWhat to Do
EffectiveEffective
BusinessBusiness
CustomerCustomer
SatisfactionSatisfaction
AchievingAchieving
Total Quality ManagementTotal Quality Management