Defining Quality Management Terms Term Paper by scribbler

Defining Quality Management Terms
A definition of several quality management terms.
# 153046 | 962 words | 9 sources | APA | 2013 | US
Published on May 02, 2013 in Business (Management)

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The paper explains the concept of Management by Objectives (MBOs) as based on getting management and employees in unison and working towards the same set of objectives. Next, the paper defines organizational development as the use of leadership and behavioral science to support and strengthen the development and accomplishment of organizational strategies, systems, processes and procedures, and defines organizational restructuring as the realignment of the resources throughout an organization. The paper discusses the Program Evaluation and Review Technique program management technique as well as the Critical Path Method (CPM) algorithm. Finally, the paper explains the basics of total quality management.

Management by Objectives (MBO)
Organizational Development (OD)
Organizational Restructuring (OR)
Program Evaluation and Review Technique (PERT)
Critical Path Method (CPM)
Total Quality Management (TQM)

From the Paper:

"The concept of Management by Objectives (MBOs) is based on getting management and employees in unison and working towards the same set of objectives. MBOs are used for cascading strategic objectives throughout each layer and department of a company to ensure focus of efforts companywide to increase the level of achievement towards corporate objectives. Often MBO strategies break out key activities by each area of the organization, sorted by area of specialized, to ensure a higher probability of success. Notable companies who have standardized on MBOs as part of their leadership and management strategies include General Electric (Kondrasuk, 1982).
"MBOs are widely used in large enterprises that have very complex, challenging strategic objectives that require intensive cross-integration of departments to attain accomplish them. The advantages of MBOs include motivating employees to collaborate and communicate often across company boundaries, which leads to goal attainment and greater job satisfaction over the long-term. Studies indicate that MBOs also lead to greater levels of goal clarity and commitment and greater transparency and trust over the long-term in organizations who rely on this approach to defining, pursuing and accomplishing their objectives (Jelic, Saadouni, Wright, 2005)."

Sample of Sources Used:

  • Christos V Fotopoulos, and Evangelos L Psomas. 2010. The structural relationships between TQM factors and organizational performance. TQM Journal 22, no. 5, (September 1): 539-552.
  • Hafzalla, N.. 2009. Managerial incentives for discretionary disclosure: evidence from management leveraged buyouts. Review of Accounting Studies 14, no. 4, (December 1): 507-533.
  • Samuel K.M. Ho. 2010. Integrated lean TQM model for sustainable development. TQM Journal 22, no. 6, (November 1): 583-593.
  • Jelic, Ranko, Brahim Saadouni, and Mike Wright. 2005. "Performance of Private to Public MBOs: The Role of Venture Capital." Journal of Business Finance & Accounting 32, no. 3/4: 643-681.
  • Kondrasuk, Jack N.. 1982. Management by Objectives: Past, Present, and Future. Managerial Planning 30, no. 6, (May 1): 31.

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APA Format

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MLA Format

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