PSY 344 - Exam 2 Essay

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Brandt 1 Camden Brandt PSY 344-001 Dr. Smith Exam 2 – Essay Discuss how TQM and self-managing work groups can facilitate organizational improvement and change. Total Quality Management (TQM) Total Quality Management (TQM), developed by W. Edwards Deming in Japan during the 1970’s and 80’s and later shifted to the United States and Europe focuses on improving the quality and performance of an organization characterized by increased employee involvement and responsibility (Smith, fall 2023, Ch. 9, slide 8). Total Quality Management emphasizes the involvement of all employees, continuous improvement, and customer satisfaction. Additionally, TQM identifies four guiding principles; doing the job right the first time, listening to and learning from customers and employees, focusing daily on making continuous improvement, and building teamwork, trust, and mutual respect. Total Quality Management can help facilitate organizational improvement and change through the implementation of the guiding principles listed. By focusing on customers, employee involvement, and striving towards continuous improvement, organizational change and progress can be accomplished. In order to fulfill goals and objectives, TQM calls for analyzing and gathering customer feedback as a way of identifying areas for improvement. Employee involvement is another key pillar of TQM. All employees are encouraged to actively participate in the improvement process, which leads to more creative and innovative perspectives and ideas, as well as fostering a culture of ownership and accountability. A third pillar of TQM, continuous

Brandt 2 improvement, promotes constant and consistent ways to enhance processes, products, and services in order to make significant improvements and organizational progress. As an emphasis of TQM, continuous improvement towards optimizing processes in order to eliminate inefficiency and waste, organizations can streamline their operations, reduce costs, and enhance the quality of products and services. In addition to the guiding principles of TQM, additional advantages that promote organizational change and improvements include; enhanced training and development opportunities to enhance the skills and knowledge of employees, establishment of collaborative relationships with suppliers outside of the organization can lead to increased outcomes and inputs that improve products and services. In addition, through continuous improvement efforts, organizations are better positioned to minimize risks, resulting in reducing quality-related issues and problems. Finally, as all employees are involved, the culture creates a sense of teamwork, collaboration, and support for new ideas, perspectives, and innovation. Self-managing work groups Self-managing work teams allows for employees to control all aspects of the job. Members of the team manage, control, and monitor all facets of their work, from recruiting, hiring, and training new employees to deciding when to take rest breaks (Bulger, et al., 2020). However, self-managing teams still have an external team leader to assist in the role of mediator and liaison between the team and organization (Bulger, et al., 2020). According to Bulger, et al., 2020), self-managing teams assume personal responsibility and accountability for work outcomes, monitor their own performance and seek feedback on whether or not they accomplish tasks according to expectations and meeting the goals of the organization, individual employees manage their own performance and correct areas to improve their own performance, as well as the performance of the team, seek guidance, assistance, and resources as needed to complete the

Brandt 3 job, and assist team members and co-workers on other teams to raise productivity in the organization. The key for successful self-managing teams is to be empowered without micromanaging behaviors from supervisors, which is where leaders must determine their level of involvement. Self-managing teams can facilitate organizational improvement through empowerment and autonomy to make decisions on how best to complete job related tasks by utilizing the strengths of each team member. Because these teams control all aspects of the job, members must be responsible and mature in making both individual and collective team decisions to successfully meet the goals and objectives of the organization. In addition, because teams have the autonomy to implement their own ideas, they demonstrate greater commitment and attachment to their work responsibilities and the organization as a whole. Self-managing teams contribute to organizational change and improvement by employees taking ownership and responsibility in ensuring effectively executed plans aligned to organizational goals. Teams are also more adaptive and responsive to change as a result of the autonomy they have in decision-making, which allows members to adjust workflows and priorities. Empowerment allows teams and members to create innovative solutions and ideas, as well as engaging in continuous improvement strategies without directives from top level supervisors. As a result, members of the team are motivated to enhance and improve their own performance. Additionally, providing control over the work fosters higher levels of engagement and overall job satisfaction, which promotes support for the organization and change, making for more effective implementation and execution. Finally, self-managing teams are able to make quick changes and don’t need to wait on approvals from top leadership, which assists with creating a culture of autonomy, personal accountability, and continuous improvement.

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Brandt 4 References: Bulger, C., Schultz, D., & Schultz, S. (2020). Psychology and Work Today (11 th ed) . Taylor & Francis. Smith, J. (2023). Industrial/Organizational Psychology. PSY 344.001, fall semester, Ch. 9 PPT: The Organization of the Organization.

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