However, there are some interesting generalizations that bear consideration. The unions can quote numerous examples of where TQM has been used by management to get at people rather than improve processes. This reaction can only be overcome by having union involvement from day one and maintaining a steady course supported by senior management over a long period of time. The best advice here is to be patient and consistent and to remember that a TQM journey is one of many years not months. The non-management staff in general will see TQM as positive because it opens up opportunities to not only improve the work processes but also to establish new ways of communicating and contributing in the organization.
Resolutions often lead to employee empowerment which improves staff morale.
Perhaps the group that can find the introduction of TQM most difficult is management, particularly those at the more senior levels. For some the concept of power is entrenched in a mode of withholding information and hierarchical structures. For these types of managers the transition is extremely tough and one should be prepared to have to make some decisions on transfers or terminations. In looking back on a year and a half of TQM activity at RRCC I am pleased with our overall progress to date and the prospects for the long term future of TQM in our organization are extremely bright. There is little that I would change if we had the opportunity to start all over again and the more methodical project based approach is now starting to reap benefits.