Business organizations should consider different ideas, beliefs, philosophies, and concepts that have the potential to drive performance. A good example is the use of the seven quality management principles. These attributes guide companies to formulate evidence-based models for improving practices, processes, and activities continuously. The paper presented below uses relevant sources to review and discuss the importance of the seven quality management principles. It also describes that most appropriate actions that leaders can consider whenever applying each of the principles to improve performance.
Description of the Principles
The ISO 9001:2015 standards are informed by seven unique principles that are useful whenever planning to promote organizational development. The first one is that of customer focus (Fonseca & Domingues, 2016). It means that companies and firms should be aware of their customers’ immediate and future needs. They should implement appropriate practices that will empower their clients. The second one is that of leadership. This guides managers to establish the right mission, direction, and vision for their companies. A competent leader will set the right goals and empower all employees. The third principle is the engagement of people.
Leaders should guide and empower their followers to utilize their abilities and philosophies efficiently to maximize performance. The fourth one is called process approach. Its meaning is that companies should measure every activity and manage it as a process.
The fifth principle is that of improvement. Leaders should align various improvement activities and maximize the level of performance. Measurement of achievements is also necessary. The sixth principle is that of evidence-based decision-making processes (Luburic, 2015). It guides managers to use superior methods to collect and analyze data, make superior decisions, and share ideas. Relationship management is the seventh principle. This focuses on managers’ ability to identify the right suppliers, create value, optimize resources, manage costs, and engage key partners.
Rationale Underpinning the Principles
Various reasons can be presented to explain why each principle is critical for an organization. The rationale underpinning the principle of customer focus is that it is founded on different thoughts associated with organizational theory. For instance, businesses should put the needs of the customer first by providing superior goods or services and addressing their concerns. Fonseca and Domingues (2016) indicate that corporations such as Coca-Cola and Facebook use data-based mechanisms to meet their customers’ needs. They also implement superior practices to increase satisfaction.
The rationale behind the principle of leadership is that it can either support or affect performance depending on how managers apply it. Luburic (2015) reveals that leadership is a powerful practice that guides followers to present inputs and models that will maximize performance. Managerial theories propose different styles to ensure that every company achieves its objectives. Some of them include transactional, democratic, autocratic, or participative (Luburic, 2015). The nature of the organization should guide the model. Proper leadership is, therefore, necessary since it empowers workers and increases the level of trust.
The rationale underpinning the concept of engaging people is that it is founded on organizational theory. Managers should hire individuals who possess adequate competencies and guide them to deliver positive results. Key performance indicators (KPIs) are essential to maximize employees’ accountability. When supervisors evaluate their employees, it can be possible to identify existing gaps, promote discussions, and address challenges (Luburic, 2015). Maslow’s hierarchy of needs theory also supports similar insights to ensure that more people are willing to be part of the targeted continual improvement process.
The fourth principle of process approach is informed by the concepts of lean and Six Sigma. Organizational managers should ensure that all processes and activities relate to each other effectively. They should be aligned in such a way that they can improve performance (Suleman & Gul, 2015). Leaders who are aware of the linkages will find it easier to minimize wastes, improve procedures, and use resources efficiently. They will also provide incentives to streamlines all processes in the targeted organization.
The rationale behind the principle of improvement is that new opportunities will always be available to maximize performance without distorting the effectiveness of the existing systems. This idea has been applied in different companies to deliver positive results. For example, Google Corporation empowers and guides its employees to focus on superior practices, products, and ideas that can make it a leader in the industry. Luburic (2015) indicates that companies should embrace superior strategies to improve organizational capabilities and performance.
The rationale underpinning the principle of evidence-based decision making is that data can guide leaders to analyze existing situations and consider new procedures to improve them. The use of evidence will ensure that superior decisions that can maximize performance are made (Luburic, 2015). This principle is important for corporations since it ensures that the best methods are implemented to collect and analyze data, thereby resulting in evidence that can inform superior business practices.
Relationship management is a concept founded on the idea that businesses should partner with key stakeholders since they are capable of influencing performance and sustainability. This idea is relevant since it makes it possible for companies to form appropriate long-term and short-term relationships with different partners. The established relationships can also result in better procedures that can address customers’ changing needs (Suleman & Gul, 2015). Coca-cola is a good example of corporations that take the issue of relationship management seriously.
Companies that decide to consider the seven principles of quality management will record numerous benefits. Firms that take the issue of customer focus seriously will implement appropriate procedures that resonate with the diverse needs of the targeted customers. This principle is beneficial since the targeted company will be prepared for future customers’ needs. The level of competitiveness will increase and make the organization successful. Suleman and Gul (2015) indicate that Google’s desire to pursue customers’ future needs have made it profitable. This is true since many individuals focus on its new products to achieve their potential. This principle empowers many corporations to attract more customers.
Efficient leadership is advantageous for many companies and agencies. It creates the best environment for introducing new changes, behaviors, procedures, and organizational cultures. The outcome is that the targeted company will become more profitable since most of its activities will be completed within a short time. Competent leadership practices are also beneficial since they provide vision and direction (Luburic, 2015). It creates the best avenue for making appropriate decisions and solving emerging problems.
Engaging people is relevant for many companies in different sectors. When workers are involved, they use their competencies to deliver positive results. Leaders who consider this concept will create the best environment for continuous personal improvement. The outcome is that the beneficiaries will undertake numerous roles and complete activities that will deliver most of the targeted organizational goals. Managers embracing this principle will encourage their employees to make common decisions. The company will record reduced conflicts and disagreements (Fonseca & Domingues, 2016). At Apple Corporation, leaders engage employees to share knowledge and learn new ideas.
The fourth principle is essential since it guides managers to analyze all processes and eventually optimize organizational performance. Several reasons explain why it is beneficial. The first one is that all activities are streamlined, thereby making it possible for the targeted company to achieve its objectives. The procedure also ensures that potential sources of wastes are identified and resolved. Such a method has made it possible for many corporations to identify new improvement opportunities. For example, Toyota Corporation focuses on this principle to propose new procedures and practices for producing superior vehicles (Mohideen & Vijayavel, 2014). This means that companies using this principle will become successful and profitable within a short time.
The principle of improvement has continued to deliver numerous advantages to different companies across the world. This idea makes it possible for firms to improve their procedures and capabilities. The introduction of new concepts, resources, and people will ensure that positive results are recorded within the shortest time possible. Companies embracing this principle will produce better services and products to meet the diverse needs of their respective customers (Suleman & Gul, 2015). For example, most of the Silicon Valley corporations have benefited significantly from this principle since they improve their processes, services, and employees continuously.
The principle of evidence-based decision making is relevant for companies because it ensures that new ideas are based on data or gathered evidence. This approach minimizes chances of making undesirable verdicts that can disorient performance (Suleman & Gul, 2015). Employees also consider this idea to resolve most of the challenges they face. The targeted company will eventually benefit from the processes and activities of the workers. The use of approved evidence is something that will result in superior procedures for improving productivity.
Relationship management is important for companies since it results in meaningful relationships with stakeholders who can support their models. Corporations focusing on this principle will acquire resources, information, and expertise in a timely manner to improve operations. They will also benefit from useful ideas and introduce new activities or practices (Mohideen & Vijayavel, 2014). Companies embracing this principle will get rid of unsustainable partners.
Actions for Improving Organizational Performance
Each of the seven principles has its unique role in promoting the performance of a given corporation. Companies can apply these elements depending on their missions, sectors, or goals. However, there are unique typical actions that managers can consider when applying each principle to improve performance. The principle of customer focus requires specific actions to deliver positive results. The first one is identifying the nature or effective of every procedure aimed at meeting customers’ needs (Mohideen & Vijayavel, 2014). This will be followed by the introduction of new practices to improve performance.
Finally, the introduced behaviors will become part of the company. The principle of leadership requires a single action. This is to identify a competent individual who can manage the targeted company efficiently. The third principle is that of engaging people. The first step is to study how managers engage different followers in the firm. This will be followed by identifying superior strategies to ensure that more employees are involved in various activities.
The final one is to make the introduced practice a critical part of the organization. The process approach requires a model similar to the one proposed by Kurt Lewin. This means that the manager will introduce it as a change using these stages: refreezing, changing, and freezing (Mohideen & Vijayavel, 2014). The ultimate objective is to ensure that all procedures are aimed at optimizing performance.
The principle of improvement requires the DMAIC model to implement. The first stage is to define the situation that requires enhancement. The second one is that of measuring to know what needs to be done. The next one is analyzing the situation to understand how the improvement process should take place. The fourth stage is that of implementing the proposed improvement. The final one is to control or monitor the process in order to ensure that the company benefits from the principle.
The sixth principle requires a research-based approach to deliver positive results. The most appropriate procedures include data collection, analysis, making inferences, and decision-making. The final principle is that of relationship management and requires several actions (Suleman & Gul, 2015). The first one is examining the nature of every existing relation. The next one is the introduction of superior initiatives and practices that can deliver positive results. The final action is to ensure that the established relations continue to maximize productivity.
The seven quality management principles can guide managers to improve operations, activities, and procedures, thereby maximizing performance. Leaders should consider each principle and combine them in order to deliver positive results. The consideration of each of the actions presented above will empower more managers to improve the performance of their firms. Corporations should, therefore, apply each principle effectively to achieve their potential, meet every customer’s needs, and remain sustainable.
Fonseca, L., & Domingues, J. P. (2016). ISO 9001:2015 edition- Management, quality and value. International Journal for Quality Research, 11(1), 149-158. Web.
Luburic, R. (2015). Quality management principles and benefits of their implementation in central banks. Journal of Central Banking Theory and Practice, 3, 91-21. Web.
Mohideen, O. M., & Vijayavel, J. (2014). Principles of Total Quality Management (TQM) governing automotive industries with reference to skill enhancement and capacity addition. International Journal of Pharmaceutical Sciences and Business Management, 2(9), 36-41.
Suleman, Q., & Gul, R. (2015). Challenges to successful total quality management implementation in public secondary schools: A case study of Kohat district, Pakistan. Journal of Education and Practice, 6(15), 123-134.