How the practices of TecSmart support Deming’s 14 Points There are various practices identified by TecSmart which support Deming’s 14 points in different ways. One of the methods which support Deming’s 14 points is the ongoing improvement of organizational practices through imparting knowledge to employees and managers alike. The course is accompanied by a focus on quality instead of inspection. That is the reason why the organization has identified the practice of testing quality through internal audits, getting customer feedback, involving the suppliers at all stages of product development, and getting feedback from employees regarding the quality of products. The practice is aimed at redirecting the energy used for supervision to quality improvement, which is a sharp contrast to classical management approaches in which supervisors are supposed to monitor employees to ensure that they follow the laid down procedures without making any mistake (Deming, 2000). There is also the practice of creating an organizational culture in which managers and employees are friends, not enemies. The course is in line with Deming’s 14 points, which call for driving out fear so as to create a suitable environment for employee productivity. The organization also identified the practice of embracing self-managing teams, which are also referred to as self-directed teams. A self-managing team is a group of people who coordinate, oversee, and manage the work they do on a day-to-day basis. They collectively handle assignments; make decisions related to the productivity of the organization and their work, and how to approach problems or challenges which face them in their work (Deming, 2000). The other practice which supports Deming’s 14 points is organizational learning and development, which is attained through ongoing training of the workforce. Organizational learning is the process of acquiring new knowledge and ideas regarding a particular subject. The practice enables organizations to prepare employees for any change, which may come as a result of organizational restructuring, mergers, or adoption of a particular technology. It also enables organizations to have in place very competent and reliable employees who are flexible, open-minded, and able to handle any situation which may come along their way in their lines of duty. Organizational learning keeps organizations in a strategic position to increase their competitiveness as well as come up with best practices that improve not only their productivity but also their image (Deming, 2000). How the practices support the Baldrige criteria The practices of the organization also support the Baldrige criteria, which comprises seven categories of performance excellence in organizations. The types from which the questions are derived include leadership, strategic planning, customer focus, measurement, workforce focus, operation focus, and results. The practice of having all senior leaders and departmental heads develop company objectives and ensure that all employees support the goals addresses the question of whether an organization has in place a systematic approach for designing processes which help in attaining specific productivity measures and improvement of the existing organizational internal processes (Brown, 2000). The practice of collecting data from all departments for evaluation purposes addresses the question o