The need to continuously improve the experience of higher education institutions (HEIS) students and their staff is now a common call. One way for this strong request is to have something to do with HEIS to apply full quality management (TQM) as a corporate strategy.
TQM's critical component is to focus on customer improvement (students) and to ensure that employees (staff) accelerate through their professional development and training. This is through participation and consultation. The other component is to improve the product. For HEIS, this includes education and other related services. Again, this can be done by co-workers and students. I can discuss them in another article.
Reasons for Implementing TQM in HEI
Implementing TQM as Enterprise Strategy in HEIS requires a number of reasons. Firstly, as outlined above, it is possible to respond to the student's and staff's involvement in defining the management and vision of the institution to improve the students' experience. It is now established that people are willing to fully participate in the activities they create or facilitate. Secondly, involving and consulting students and staff enables activities and developments such as infrastructure changes, redistribution of personnel and the introduction of new models, in a positive light and gradually improving.
First is needed to define the concept of "quality" and clearly mention the actions and ideas that indicate the quality of the institutions as it relates to staff and students . This needs to be done by the departments and functions, students and staff.
Secondly, 19459005 is needed to acquire the "buy-in" of staff and students by creatively declaring and confirming the fact that TQM not only serves the mission of the institution and is mandatory for its mandate, but it allows efficiency to be the "feature" of the institution and the service offered to staff and students.
Third implementation of the TISZ in HEIS, other management personnel in the process of creating and implementing policies. This is a challenging task for management and, in policy development and implementation, a number of factors need to be taken into account, such as financial resources, institutional culture and commitment to leaders at all levels.
Finally requires strong support from TQM for every HEI in leadership, guidance and resource allocation. The political will and strength of "key people" who are willing to fight, debate, implement and evaluate the strategy are also key to the success of the TQM. Any lack of effort or resources could undermine the success of the TQM strategy and cause general failure