IMPLEMENTATION BARRIERS OF TQM IN SRI LANKA

Abstract

Total Quality Management (TQM) has been recognized as a mechanism for achieving organizational development. Application of TQM has caused a paradigm shift in Organizational cultures. Modern organizations prepare their corporate plan based on strategic Quality Plan. Since we are in the era of ‘Strategic Quality Management’, it is essential to link Quality Policy with corporate Plan. The developed countries are commonly practicing this and they enjoy the advancement of success ensuring Customer Driven Quality. In addition to that, one of the special features of a Learning Organization is ‘Continuous Improvement’. Therefore it is essential to follow TQM to adopt environmental change, economic development and to gain competitive advantage. This paper presents the findings of the study undertaken to identify the ‘Implementation Barriers of TQM to Sri Lankan organizations in order to achieve a high level of performance’. Three groups have been identified in this study for the purpose of analysis; ‘Managers’, ‘Executives’ and ‘Non-executives’. A considerable difference can be seen in their attitudes towards TQM. Executives are encouraged by empowerment and willingness to accept TQM with a broader understanding. But, Non-executive behavior is unfavorable towards TQM and they can be categorized as X type (Douglus McGregor) who needs to be guided, motivated by extrinsic motives, etc. The power distance is very high in the Sri Lankan Organizational culture. Even though unique leadership cannot be identified within Sri Lanka, they are commonly based on ‘Autocratic’ type leadership and in turn have less faith in TQM. According to the findings of Professor G. Nanayakkara, it reveals that Sri Lankan managers are “Responsibility Oriented” rather than “Result Oriented” or “People Oriented”. To implement TQM in an organization, the first step should be the generation of ‘Commitment of top Management’, which is highly lacking in the Sri Lankan context. Then ‘Employee involvement’ and ‘Empowerment’ can be identified as the foundation that leads to ‘Kaizan’. Simply the term Kaizan means ‘Continuous Improvement’.

Keywords: Continuous Improvement, Employee behavior, Empowerment & involvement, Learning Organizations, Organization culture, Total Quality Management.

For full Paper: fmscresearch@sjp.ac.lk