Abstract
Literature suggests that many organizations have realized both savings and growth by implementing total quality management as an evolution that contributed to the development of principles and practices, the tools, and techniques for continual improvement to partners as employees, customers, suppliers, and owners. This chapter is spotting a correlation in the planning stage process-centered approach and its effect on employee workload design.
TopIntroduction
Total Quality Management (TQM) is an evolution that contributed to the development of principles and practices of business strategic planning and operations. The tools and techniques for continual improvement to the partnership will all stakeholders to maximization trust and loyalty by setting a healthy business environment set by top management. That grants conforming outcome to expectations (Hornsby et al., 2009) find a correlation between top management supports between the organizational culture with the extent of use of quality management (QM) practices created in the planning stage of the business.
Setting directions for the interrelationship between assets that contains employees’ competencies, technology, corporate culture, and performance drivers in the growth perspective is the responsibility of a leader. Each of these assets cannot be seen separated from one another. Employee competencies, for instance, depending on the technology available in the organization, the same rarely on skills, expertise, or corporate culture. The efficient leader of organizational assets is impossible without understanding the interrelationships and interdependencies of such interrelationship assets. Therefore workload and performance evaluation set by a leader and evaluated by an assessor who understands the mapping of dependencies used for value creation is needed to validate business inputs and outputs.
Below points outline how a leader develop a value creation culture through processes relationships designing a strategy map from the organizational objectives, mission, and vision and the assets that are interdependent on value drivers are identified. The performance dimensions, with its relative importance. the interactions between the different assets as well as their overall links to performance will be visualized expressing the level of importance, and how they interact to deliver value, in this case, visualize the workload. Stress at work is a relatively new phenomenon in a concern of the management to drastic changes at rapid speed in the market retained by their workforce. To become a universal organization or to survive the local competition. Employers today are critically affected by workload and its impact over employment turnover.
In successful businesses, workforce inputs are the most costly inputs. The focus on team cooperation and dynamics, especially the early signaling of problems via a continual improvement cycle (Deming, 1993) implementation is core in quality management (QM) business setup converge with sustainability and transparency initiatives. QM practices examine the direct and indirect effects of these practices on various performance levels, update the process accordingly, improve the excursion and its expected outcomes as a perceived quality tied to successful and comprehensive planning regimes. Quality management is expressed as the organizational goals and aspirations stated in the business scope. From policies and processes, with the availability of support to resources across different stages of project delivery, a clarity in workload and expectations of outcomes is a necessary measure to human capital needs. The alignment of workload and performance evaluation with resource availability is on employed. The alignment focus on aspects of human capital, business value creation in a healthy work culture promoted by leaders to meet business scope in cognitive processes. Business culture is driven through ethics in operational control and tolerance to differences keeping corporate crime to the minimum due to implementation of talent management program by using well-designed software set to value employees inputs to successful outputs avoiding bias or subjective workload and performance evaluation.
Key Terms in this Chapter
Quality Management: The actions to maintain the desired level of excellence set in the project scope. This includes the determination of a quality policy, implementing quality planning and assurance, control of production, measures of process, and improvement to each outcome value.
Scope: Is a statement that states the specific work included in a project, define the completion stage with the high-level deliverables and its resource with metrics measurement to determine the success level.
Process-Centered: A holistic business view build-in to provide value into every process and its improvement by integrating best practices of analysis,design, change management, and deploying a value-driven culture.
Procedure: A particular way of accomplishing something or of acting. A traditional or established way of doing things.
Process: A series of actions or operations conducing to an end, especially a continuous operation for an output.
Workflow: The sequence of steps involved in moving from the beginning to the end of a working process.
Value Creation: Managers focus capital and talent on the most profitable opportunities for growth. Value creation differs by industry, major categories of intangible profit include technology, innovation, intellectual property, alliances, management capabilities, employee relations, customer relations, community relations, and brand value.
Policy: Prudence or wisdom in the management of affairs. a high-level overall plan embracing the general goals and acceptable procedures especially of a governmental body.