Ownership can also be granted to a team. Ownership also demands that the final resolution of the tasking be in the hands of the owner.
II. Value all contributions. Whether or not we appreciate them, it is important to enhance self-esteem of the contributor to accept their
contribution and evaluate it. III. Every one has a value. If they didn?t why would they be employed? Treat everyone with respect. All
work has dignity to it. IV. Teams must own problem. Teams are a waste of time if management vetoes or substantially changes their
recommendation. If management is unable to trust the recommendations that come from the team, then management fear rules, and will
spiral to lower and lower productivity. V. Delegate authority to the lowest possible organizational level. Constantly ask: why should I do
this? If you have hired competent people, let them do there job. No one knows about the job than the person directly involved with it.
8.Training
The outcome of training is modified behavior. It may be enhanced interpersonal skills or specific manual skills, but there is a direct,
identifiable modification. Training need not consist solely of traditional classroom instruction. Employees can train other employees very
effectively. A company-wide curriculum should be developed that address the needs of each department. Courses should be just long
enough to be effective. Anything over three or four days is unlikely to immediately be absorbed into daily work habits. Immediate
reinforcement of the training is necessary to be effective.
Bibliography 1. R. Stein, The Next Phase of Total Quality Management., Macel Dekker, Inc.,1994. 2. T. Cartin, Principles and Practices of
TQM., ASQC Quality Press.,1993. 1. W. Schmidt and J. Finnigan, TQManager., Jossey-Bass Publishers., 1993. 1. B.Brocka and S. Brocka,
Quality Management: Implementing The Best Ideas Of the Masters. Irwin, Inc.,1992. 2. H. Kerzner, Project Managment., Van Nostrand
Reinhold.,1992.
The Catholic University of America
Total Quality Management In Construction