1. LECTURE 19 LU4 Promoting Learning Opportunities through TQM & Learning Organisation

2. LECTURE CONTRACT By the end of the lecture, you will be able to: Define TQM Identify the pioneers of TQM Describe 2 forms of TQM & focus Describe the implications of TQM on HRD

3. …LECTURE CONTRACT  Define LO  Describe the four LO frameworks  Describe the implications of LO on HRD

5. An effective system for integrating the quality development, quality maintenance and quality improvement efforts of various groups in an organization so as to enable production and service at most economical levels which allow for full customer satisfaction (Feingenbaum, 1957)

6. "A management philosophy and company practices that aim to harness the human and material resources of an organization in the most effective way to achieve the objectives of the organization." (British Standards Institution, 1992)

8. 1900 - 1993 1922 – 2014 1904 – 2008 1926 - 2001 QUALITY GURUs

9. 1) DEMING’S QUALITY MODEL

11. 2) JURAN’S 10 STEPS TO QUALITY IMPROVEMENT

12. STEPDESCRIPTION 1Build awareness of the need & opportunity to improve 2Set goals for that improvement 3Create plans to reach the goals 4Provide training 5Conduct projects to solve problems 6Report on progress 7Give recognition for success 8Communicate results 9Keep score 10Maintain momentum

13. 3) CROSBY’S 5 STAGES OF TQM MATURITY

14. MAJOR ELEMENTS OF TQM According to Wilkinson (1992) and Wilkinson, Marchington, Goodman & Ackers(1995), TQM can be divided into two different forms: – Hard TQM emphasizes on the tools, techniques, systematic measurement and work process control and it ensures conformance to performance standards. – Soft TQM focuses on customer awareness and employees role in managing quality. It is widely linked to human capital such as training, teamwork, employee participation and cultural change.

15. HARD TQM i

16. SOFT TQM

17. VIDEO Modern Chairs' - A Total Quality Management Training Video https://www.youtube.com/wat ch?v=L--Oyw6V8gI

18. IMPLICATIONS OF TQM ON HRD TQM has significance in the enhancement of HRD because it pushes learning issues to the forefront of organizational agenda. Professionals in HRD can have catalytic role in TQM process – helping to ensure that individuals have the necessary skills and insights to engage in problem solving/ solution seeking activities that are associated with continuous improvement.

19. …IMPLICATIONS TO HRD HRD agenda should include: –Seizing the opportunity to become better informed about TQM and acquiring necessary TQM know-how. –Appropriate positioning of HRD function to play an active role in the development of TQM activities. –Acquiring the consultancy and internal change agent skills required to contribute to TQM process.

20. …IMPLICATIONS TO HRD HRD agenda should include: Developing detailed understanding of facilitation skills for both team building and problem-solving activities. –Providing managers with education and training they need to engineer a fundamental shift in the ‘way things are done’. –Identifying and developing the organizational competences needed to sustain a customer-responsive, quality oriented service.

22. LEARNING ORGANIZATION To become an LO, an organization must be capable of ‘learning to learn’ e.g. must learn to obtain a competitive advantage and retain that advantage from continual knowledge acquisition and development (Swieringa & Wierdsma, 1992).

23. 4 LO FRAME- WORKS LO frameworks (1) The 5 Disciplines (2) The learning company (3) INVEST model (4) The 7 dimensions

24. LO FRAMEWORK (1) Senge’s five disciplines (1994)

26. LO FRAMEWORK (2) The learning company (Pedler, Burgoyne & Boydell, 1991) –Primary dimensions: 1.Learning approach to strategy 2.Participative policy making 3.Informating 4.Formative accounting and control 5.Internal exchange 6.Reward flexibility 7.Enabling structures 8.Boundary workers as environmental scanners 9.Inter-company working 10.Learning climate 11.Self-development for all

29. LO FRAMEWORK (3) INVEST model (Pearn et al., 1995) Key features: 1.Inspired learners 2.Nurturing culture 3.Vision for future 4.Enhanced learning 5.Supportive management 6.Transforming structures

31. LO FRAMEWORK (4) Watkins & Marsick (1993, 1996) 7 dimensions of learning organization: 1.Create continuous learning opportunities 2.Promote dialogue and enquiry 3.Promote collaboration and team learning 4.Empower people towards collective vision 5.Establish systems to capture and share learning 6.Connect organization to its environment 7.Provide strategic leadership for training

33. IMPLICATIONS OF LO ON HRD HRD practitioners roles in development and sustaining learning organization philosophy: 1.Become designers of systems and processes for learning across whole organization. 2.Demonstrate sophisticated diagnostic and intervention skills in areas such as learning climate, corporate culture and performance management.

34. …IMPLICATIONS OF LO ON HRD 3. Need to oversee overall process and develop strategies if facilities or opportunities not being utilized. 4. Ensure balance between directed and self-managed learning.

35. …IMPLICATIONS ON HRD 5.Need to be clear on their relationship with other stakeholders in learning process. 6.Need to be credible at top management level and able to influence particular approach to learning that is adopted.

36. …IMPLICATIONS ON HRD 7. Able to create sense of meaning across organization for learning efforts. 8. Develop structured learning activities that make individuals in organization familiar with systemic qualities of operating procedures, structures and processes.

37. REFERENCES Noe, R. A. (2010). Employee Training and Development. New York: McGrawHill. Swart, J., Mann, C., Brown, S., & Price, A. (2011). Human Resource Development: Strategy and Tactics. London: Routledge. Walton J. (1999). Strategic Human Resource Development. Essex, England: Pearson Education Limited.

38. THANK YOU