Master of Project Management
BSUM1272 Project Design for Quality
Causation or covariation: an empirical re-examination of the link between TQM and financial performance
Mohammad Abu-Sheikhah s3509774
Course Co-Ordinator: Andrew Carre
Date Due: 25 September 2014 EXECUTIVE SUMMARY 3
AUTHOR/ TITLE 4
DISCUSSION ATENDEES 4
1.1 Research Aim and Objective 5
1.2 Brief Introduction of Analysis 6
2.3 KNOWLEDGE POINTS 5
3. 2 QUESTIONS ABOUT ARTICLE 7
4. CHANGE 1 QUESTION TO AUTHOR 7
REFERENCE LIST 9
This report shows an analysis summary of Causation or covariation: an empirical re-examination of the link between TQM and financial performance article in a 3-2-1 form. This method describes 3 knowledge concepts, ideas, or issues that from my point of view are the most important from a quality standpoint, and are then justified. Following that 2 questions are described that I wasn’t able to answer or found confusing with explaining the reason. Finally, I Pose 1 question I would ask the author if I had the chance. After completing the analysis, based on my experience a small reflection was given of being facilitator of the discussion
AUTHOR/ TITLE (HARVARD REFERENCING)
York, K.M. & Miree, C.E. 2004, "Causation or covariation: an empirical re-examination of the link between TQM and financial performance", Journal of Operations Management, vol. 22, no. 3, pp. 291-311.
Mohammed ABUSHEIKHAH - 3509774
Mohammad Awad Khalufa ALSHEHERI - 3291644
Asad NAQVI - 3107825
Salmaan SYED – 9707427B
Christopher THOMPSON – 3329021 (Sent Analysis via e-mail)
1.1. Research Aim and Objective
The purpose of this report is to analyze the purposeful reading of “Causation or covariation: an empirical re-examination of the link between TQM and financial performance” article.
The main objective is to analyze relevant aspects from a quality stand point in a 3-2-1 summary analysis
The scope of this report is limited to this article only.
The methodology of this report includes a brief introduction of the analysis, 3 knowledge points about the article, 2 questions that were hard to answer, a question I would ask the author if possible and a reflection of my facilitating experience.
1.2. Brief Introduction of Analysis
Total Quality Management (TQM) is a framework combining management tools and methods, which focuses on achieving customer needs and satisfaction. This framework has been an issue of research due to the complexity in defining a clear baseline measuring performance of TQM organizations, as well as having different assessing criteria and standards. Researchers have studied the different situations of the organization describing the relationship with financial performance, by taking in mind effect of size, type of award and also measuring performance before and after TQM. Finally, TQM wasn’t found bad nor was it good for improving, which could all be due to the random situation of having a high verity in developing quality satisfaction.
2. 3 KNOWLEDGE POINTS
A. TQM doesn’t have a standard proxy for implementing or measuring the performance.
TQM organizations are normally measured and assessed on how they are performing by applying for quality awards. There are multiple awards having each award with its own criteria, standard and levels of competition. It is difficult to unite the judgment due to the variances in organizational focuses. Therefore, this creates a vague image knowing the fine path to achieve better outcomes that satisfy the customer through TQM.
TQM implementation requires proper resources and a system change, which is difficult for smaller organization to supply such requirements and respectively apply to quality awards. That on the other hand adds to the uncertainty in measuring the performance, since only good financial performers can implement TQM and apply for the quality award.
B. Long term