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Are British Universities in a Position to Consider Implementing Total Quality Management?
Author(s) -
Chaston Ian
Publication year - 1994
Publication title -
higher education quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.976
H-Index - 42
eISSN - 1468-2273
pISSN - 0951-5224
DOI - 10.1111/j.1468-2273.1994.tb01645.x
Subject(s) - total quality management , business , quality (philosophy) , marketing , service (business) , process management , customer satisfaction , workforce , service quality , influencer marketing , process (computing) , work (physics) , quality management , position (finance) , public relations , computer science , political science , relationship marketing , engineering , marketing management , mechanical engineering , philosophy , epistemology , finance , law , operating system
Accompanying the removal of the binary divide between polytechnics and universities, the Department of Education and Science (DES) also specified the requirement that the British higher education sector should give more emphasis to the effective management of quality. Some writers have suggested that this can be achieved by institutions introducing the concept of Total Quality Management (TQM). A vital aspect of TQM is the integration of multiple functions across the organization with the objective of establishing a quality conscious workforce. A recommended practice is to use the concept of internal marketing as a mechanism to persuade departments to work together in the creation of internal customer chains. To determine the current status of internal customer management practices in British Universities, a survey of academics was undertaken using a modified version of the Parasuraman SERVQUAL model. The majority of respondents indicated the existence of Type 1, 2, 3, 4 and 5 Gaps in the internal customer management process within their institution. Major influencers of these service gaps include minimal effort to gain further understanding of internal customer requirements and a lack of formal quality standards for managing internal customer relations. Respondents consider their faculties are unable to enhance internal quality if the issue was given higher priority by senior management. Identified obstacles to greater emphasis on an internal customer philosophy include insufficient trust between departments and low confidence levels of ability to manage the process. Under these circumstances, it does not appear that for the foreseeable future, British universities are in a position to adopt TQM philosophy. Hence it seems more advisable that these institutions should restrict their quality management activities to the simpler assessment‐based approach recommended by the Committee of Vice‐Chancellors and Principals (CVCP) Academic Audit Unit.