The philosophy of Total Quality Management (TQM) is
relatively little known in Australia, and does not feature at
policy level in the Australian Army. It has, however, been
adopted by the US Department of Defense (US DoD) and the
Royal Australian Air Force (RAAF), and is being investigated
by the Royal Australian Navy (RAN).
TQM is analyzed as a theory and as an organizational
concept. This is supported by extensive analysis and case
studies from US and Australian organizations. The public and
private sector organizations examined provide indications of
the worth of TQM, guidance for planning and implementation,
and the facility to learn from the experiences of others. TQM
cannot be undertaken without detailed, organizationally specific
preparation and requires pro-active support from the
highest level of the organization.
This paper examines the TQM philosophy and the Australian
Army and proposes a model for the development of TQM as an
integral part of the organizational function of the Army. The
emphasis is on general management, the level that has the
responsibility for structuring and managing the Army in
support of all Army functions.
Research conducted by elements of the US DoD is analyzed
to indicate applicability to the future requirements of the
Australian Army.
The paper argues that general management in the
Australian Army has been affected by organizational changes
over time. A management philosophy is now needed that will
support, into the 21st Century, the values and roles required
by the Army. TQM provides such a basis, and the proposed TQM
Development Model provides in turn a sound basis for further
examination of TQM by the Army.
| Identifer | oai:union.ndltd.org:ADTP/218931 |
| Date | January 1990 |
| Creators | Ferndale, Clint, n/a |
| Publisher | University of Canberra. Management |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | ), Copyright Clint Ferndale |
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