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The concept of total quality management (TQM)—an operating philosophy to achieve continuous performance improvement—is the new ‘buzz-word’ of the 1990s, attracting strong interest among organizations and educational institutions in the US. Many decision- and policy-makers actually believe that TQM is operational in their organizations and do not attempt to understand how TQM differs from the traditional application of total quality assurance (TQA). Using the university system as an example, this paper examines the misperceptions that many administrators hold regarding the utilization of TQM in their institutions. In this paper, the authors develop an action–implementation process for TQM in the university environment (which can also be applied to non-academic institutions) and a conceptual map illustrating how to manage TQM transformation in a university.
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Madu et al. (1994) studied this question.
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