Total Quality Management

Your text suggests that operational performance measurements will clarify responsibilities and better define objectives to the benefit of both employers and employees. If everyone knows what their responsibilities are, and has access to indicators of performance, individuals can be held accountable. Proponents of Total Quality Management suggest that employees cannot impact systemic issues (only managers can) and they should not be held accountable for those aspects of their jobs. In fact, W. Edwards Deming included among his famous 14 Points the following statement: “Eliminate targets asking for increased productivity without providing methods.” He also came up with a list of “Seven Deadly Diseases” including:

There is a quote in the book, “If it ain’t broke don’t fix it.” How do you know if it is or “ain’t broke?” Even if you decide it “ain’t broke,” should you leave it alone? Why or why not? If you decide it is “broke,” how do you know how to fix it?

“If it aint broke don’t fix it”.

According to the book, managers should take this saying seriously because attempting to fix something that isn't broken is basically pointless. I couldn’t disagree with this more. I believe that although trying something new can be intimidating, it is even scarier to idealize a “one size fits all” way of doing things. Especially in a world that is constantly changing and evolving.

It is normal for people to believe that it is easier to leave things the way they are than it is to waste the time and effort required to improve something that already works (Perlow, 2015). This may be true in the short term, but has often been shown to be untrue when looking at the bigger picture (Perlow, 2015).

With that being said, knowing if or when something “is broke or aint broke ” can be difficult. I believe this definition can be looked at from two perspectives. From a personal

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