Leaders communication practices in TQM implementation Article Swipe
There are ample established evidences on leadership as a critical success factors of \nTQM implementation and as mentioned by many authors is leadership, communication is proven \nto be the key skill for leaders. With the right communication skills being practiced by leaders, the team members or subordinates will be motivated to support and achieve the organization’s target. In addition, their commitment and cooperation will enhance the quality and productivity of the organization. Based on the findings from in-depth interviews conducted with 14 managers in various position, whom are from five manufacturing organizations in Malaysia, two of which \nare local organizations, two eastern and one representing western organization. The study \nconcluded that, there is one main practice of communication applied by all organization, which \nis regulative function of communication practices. The second most practices is management \nfunction and followed by integrative-task oriented function. And, in most of these organizations, \nthe functions are blend together with persuasive function. In conclusion, the communication \npracticed by leaders pertaining TQM implementation in manufacturing organizations who address the reasons of implementation, explanation of procedures with a blend of leadership persuasive skills will enhance the success of TQM implementation.
Related Topics
Concepts
Total quality management
Function (biology)
Task (project management)
Public relations
Productivity
Quality (philosophy)
Business
Knowledge management
Key (lock)
Process management
Management
Marketing
Computer science
Political science
Service (business)
Macroeconomics
Computer security
Biology
Epistemology
Philosophy
Evolutionary biology
Economics
Metadata
- Type
- article
- Language
- en
- http://repo.uum.edu.my/27311/1/JGBSE%206%2017%202020%2096%20106.pdf
- OA Status
- green
- References
- 19
- Related Works
- 20
- OpenAlex ID
- https://openalex.org/W3082168490
All OpenAlex metadata
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- OpenAlex ID
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https://openalex.org/W3082168490Canonical identifier for this work in OpenAlex
- Title
-
Leaders communication practices in TQM implementationWork title
- Type
-
articleOpenAlex work type
- Language
-
enPrimary language
- Publication year
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2020Year of publication
- Publication date
-
2020-01-01Full publication date if available
- Authors
-
Sharina Samsudin, Che Azlan Taib, Rushami Zien YusoffList of authors in order
- PDF URL
-
https://repo.uum.edu.my/27311/1/JGBSE%206%2017%202020%2096%20106.pdfDirect link to full text PDF
- Open access
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YesWhether a free full text is available
- OA status
-
greenOpen access status per OpenAlex
- OA URL
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https://repo.uum.edu.my/27311/1/JGBSE%206%2017%202020%2096%20106.pdfDirect OA link when available
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Total quality management, Function (biology), Task (project management), Public relations, Productivity, Quality (philosophy), Business, Knowledge management, Key (lock), Process management, Management, Marketing, Computer science, Political science, Service (business), Macroeconomics, Computer security, Biology, Epistemology, Philosophy, Evolutionary biology, EconomicsTop concepts (fields/topics) attached by OpenAlex
- Cited by
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0Total citation count in OpenAlex
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19Number of works referenced by this work
- Related works (count)
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20Other works algorithmically related by OpenAlex
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| abstract_inverted_index.support | 49 |
| abstract_inverted_index.target. | 54 |
| abstract_inverted_index.various | 82 |
| abstract_inverted_index.western | 102 |
| abstract_inverted_index.critical | 9 |
| abstract_inverted_index.findings | 73 |
| abstract_inverted_index.followed | 131 |
| abstract_inverted_index.function | 120 |
| abstract_inverted_index.in-depth | 75 |
| abstract_inverted_index.leaders, | 39 |
| abstract_inverted_index.leaders. | 30 |
| abstract_inverted_index.managers | 80 |
| abstract_inverted_index.oriented | 134 |
| abstract_inverted_index.practice | 111 |
| abstract_inverted_index.together | 145 |
| abstract_inverted_index.Malaysia, | 91 |
| abstract_inverted_index.addition, | 56 |
| abstract_inverted_index.conducted | 77 |
| abstract_inverted_index.evidences | 4 |
| abstract_inverted_index.function. | 135, 148 |
| abstract_inverted_index.functions | 142 |
| abstract_inverted_index.mentioned | 16 |
| abstract_inverted_index.motivated | 47 |
| abstract_inverted_index.position, | 83 |
| abstract_inverted_index.practiced | 37 |
| abstract_inverted_index.practices | 127 |
| abstract_inverted_index.commitment | 58 |
| abstract_inverted_index.interviews | 76 |
| abstract_inverted_index.leadership | 6, 174 |
| abstract_inverted_index.persuasive | 147, 175 |
| abstract_inverted_index.pertaining | 155 |
| abstract_inverted_index.practices. | 123 |
| abstract_inverted_index.procedures | 169 |
| abstract_inverted_index.regulative | 119 |
| abstract_inverted_index.conclusion, | 150 |
| abstract_inverted_index.cooperation | 60 |
| abstract_inverted_index.established | 3 |
| abstract_inverted_index.explanation | 167 |
| abstract_inverted_index.leadership, | 21 |
| abstract_inverted_index.of \nTQM | 12 |
| abstract_inverted_index.productivity | 66 |
| abstract_inverted_index.representing | 101 |
| abstract_inverted_index.subordinates | 44 |
| abstract_inverted_index.communication | 22, 34, 113, 122 |
| abstract_inverted_index.manufacturing | 88, 159 |
| abstract_inverted_index.organization, | 117 |
| abstract_inverted_index.organization. | 69, 103 |
| abstract_inverted_index.organizations | 89, 160 |
| abstract_inverted_index.implementation | 13, 157 |
| abstract_inverted_index.organizations, | 96 |
| abstract_inverted_index.which \nis | 118 |
| abstract_inverted_index.implementation, | 166 |
| abstract_inverted_index.implementation. | 183 |
| abstract_inverted_index.proven \nto | 24 |
| abstract_inverted_index.which \nare | 94 |
| abstract_inverted_index.integrative-task | 133 |
| abstract_inverted_index.organization’s | 53 |
| abstract_inverted_index.study \nconcluded | 105 |
| abstract_inverted_index.organizations, \nthe | 141 |
| abstract_inverted_index.management \nfunction | 129 |
| abstract_inverted_index.communication \npracticed | 152 |
| cited_by_percentile_year | |
| countries_distinct_count | 0 |
| institutions_distinct_count | 3 |
| citation_normalized_percentile.value | 0.14339178 |
| citation_normalized_percentile.is_in_top_1_percent | False |
| citation_normalized_percentile.is_in_top_10_percent | False |