The Integral Inclusion Of Strategic Management

Published Date: 02 Nov 2017

American Military University

Professor Layne Eggers

The Integral Inclusion of Strategic Management in Total Quality Service

The term Strategic Management can be defined through a different manner of definitions. The process is diverse and has so many avenues of approach that there is no wrong answer to what Strategic Management is. Strategic Management finds itself in many different industries and projects throughout the domestic and international business environments. One domestic and international industry that is \influenced and supported by Strategic Management and its processes is the Hospitality Industry. There are many influencers in the Hospitality industry process that it makes this business environment dependent on a myriad of other industries making its management process quite interesting.

This essay will concentrate more specifically on the Hospitality industry and how strategic management processes is carried out in this industry and coincides with Sureshchander et al’s 12 dimensions of Total Quality Service. First, the background, purpose, and components of strategic management, TQM and TQS and the differences between the two quality strategies will be summarized. Specific application of strategic management to Sureshchender’s Total Quality Service method in relation to the hospitality field will then be described. Lastly, ……

What is known about Strategic Management, TQM, and TQS is widely published in journals and scholarly papers by student and quality management….()

Strategic Management

As stated, the definition can vary between experts on the subject. To illustrate, Steiss defines strategic management as the "processes in whereby goals and objectives are identified, policies are formulated, and strategies are selected in order to achieve the overall purpose or mission of an organization" (1985, p. 1). Most recent and widely known in many industries is Gregory Dess’ et al’s definition of Strategic Management. He states "strategic management consists of the analysis, decisions, and actions an organization undertakes in order to create and sustain competitive advantages" (2005). Strategic Management occurs when firms proceed from a planning stage to development stages in a strategy. In other words, strategic management is the process of operationally guiding the strategic planning of a process or program.

Total Quality Management

Total Quality Management, more widely known in the domestic and international business environment by its acronym, TQM, is a management measurement process in which quality standards and productivity emphasizes and guide the profitability of a firm through different quality elements or dimensions. Born out of the statistical quality control model created by Walter A. Shewhart and perfected through the methods by W. Edward Deming during his time in Japan in the 1950’s, Total Quality Management has been reimaged and reinvented but Total Quality Management has managed to keep the same elements for quality manufacturing.

Much like strategic management, there is not one specific description or definition for Total Quality Management. The American Society for Quality Control explains that the eight quality control dimensions are Customer-focused, Total employee involvement, process-centered, intergrated systems, strategic and systematic approach, continual improvement, fact-based decision making, and communication (2013) influence TQM. Even more specific is Deming’s 14 Point of Total Quality Management. These elements are a guideline for firms to implement total quality management into processes. Each of these elements allows the successful management of a long term process in a firm.

Sureshchander’s 12 Dimensions of Total Quality Service

In Sureshchander et al’s journal article entitled "The Holistic Model for Total Quality Service" discusses the divide of Total Quality Management (TQM) and the service industries. As Sureshchander et al explains Total Quality Management is over abundantly focused on manufacturing and his journal paper attempts to explain the dearth of literature and understanding of Total Quality Service and introduce twelve specific dimensions of service quality, similar to those instituted from Total Quality Management, and how they influence the service industry. Sureshchander et al objective in the paper are fivefold and attempt to critique TQM and TQS literature, identify dimensions specifically relevant to the idea of Total Quality Service, develop measurement instruments for Total Quality Service; specifically targeting the banking industry as a valid service industry, utilize a conformity factor approach to test the measurements, and lastly to recommend a holistic model for Total Quality Service with 12 dimensions specific to the service industry.

These 12 dimensions of service quality Sureshchander et al explains are top management commitment and visionary leadership, human resource management, technical system, information and analysis system, benchmarking, continuous improvement, customer focus, employee satisfaction, union intervention, social responsibility, servicescapes, and service culture and are specifically geared to the quality measurement for service-based

Differences between TQS and TQM

The real question and definition that must be deduced is how Total Quality Service differs from Total Quality Management and what are thse elemental differences? Once their definitions are explained then we can explain how strategic management can influence TSQ. In the most laymen definition, Total Quality Service is specific to service-oriented industries while Total Quality Management is specific to applicable to those companies that are involved in manufacturing a product. The main difference between total quality service and total quality management in the tangibility of the product being produced (2003). Where TQM manages the quality measure of product that can be touched and measure by it physical properties TQS cannot because of its inherent personal nature of social situation. Environment is the second difference between the two. As Craig Cochran, writer for Quality Digest, explains, TQS is it harder to measure in respects of satisfaction and service quality as supposed to TQM because "the customer isn’t standing in front of you or peering over your shoulder. With a service, on the other hand, the customer is front and center. He or she is right there, throwing curve balls and changing requirements midstream" (2008). Tangible products, however, can be made better after the customer expresses their dissatisfaction with it.