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Academic Institutions Are No Different to Any Other: Total Quality Management Does Enhance Performance

    Elham S. Hasham

International Journal of Organizational Leadership, 2018, Volume 7, Issue 4, Pages 348-373
10.33844/ijol.2018.60340

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Abstract

There are many skeptics about the contributions of Total Quality Management (TQM) to education because of its roots in the world of business. TQM says nothing about actual production but stresses the process of management and collaboration within the system to reach quality output. Any quality-conscious organization, despite the nature, should understand this. This paper will not present any innovative ideas but will define TQM and focus on its influence on the various facets of an institution of higher education. TQM helps to provide better services to its primary customers-students and the community.  Moreover, TQM focuses on continuous improvement and growth that can offer an enhanced and challenging learning environment for all involved. Thus, a more effective and efficient corporate culture emerges. 
Keywords:
    Organizational Behavior Quality Management Higher education Corporate Culture Enhanced Performance
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Elham S. Hasham (2018). Academic Institutions Are No Different to Any Other: Total Quality Management Does Enhance Performance. International Journal of Organizational Leadership, 7(4), 348-373. doi: 10.33844/ijol.2018.60340
Elham S. Hasham. "Academic Institutions Are No Different to Any Other: Total Quality Management Does Enhance Performance". International Journal of Organizational Leadership, 7, 4, 2018, 348-373. doi: 10.33844/ijol.2018.60340
Elham S. Hasham (2018). 'Academic Institutions Are No Different to Any Other: Total Quality Management Does Enhance Performance', International Journal of Organizational Leadership, 7(4), pp. 348-373. doi: 10.33844/ijol.2018.60340
Elham S. Hasham Academic Institutions Are No Different to Any Other: Total Quality Management Does Enhance Performance. International Journal of Organizational Leadership, 2018; 7(4): 348-373. doi: 10.33844/ijol.2018.60340
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