How world-wise businesses become world-class organizations

While companies and management make quality a part of their business plans today, they routinely commit two significant errors regarding quality: they tend to view quality merely as a toolbox of methodologies designed to improve operations. They then so narrowly circumscribe quality that it fails to...

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Bibliographic Details
Published in:The Journal for quality and participation 1999-09, Vol.22 (5), p.6
Main Author: Levin, Wayne J
Format: Article
Language:English
Subjects:
Automobile industry
Capitalism
Chlorofluorocarbons
Consumers
Cost control
Costs
Customer satisfaction
Customers
Energy efficiency
House brands
Managerial skills
Optimization
Personal computers
Quality
Society
World class companies
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Summary:While companies and management make quality a part of their business plans today, they routinely commit two significant errors regarding quality: they tend to view quality merely as a toolbox of methodologies designed to improve operations. They then so narrowly circumscribe quality that it fails to address the future, which should be management's primary concern. The essence of quality is system optimization. All institutions share a common aim: profit. Profit should be thought of as a system whose primary purpose is relevance. The principal aim of any institution should be to serve society by enhancing the human condition. One reliable measure of relevance is value. Optimization is realized by directing one's interest away from the self and toward a shared purpose. Relevant institutions are externally focused, directed at improving the enjoyment of life and the well-being of society as a whole. The job of management is to articulate an aim and organize the entire system with a view to optimization.
ISSN:1040-9602
1931-4019