The Human Side of Excellence


Justice, Russell E.   (1988, ASQC)   Tennessee Eastman Company, Kingsport, TN

Annual Quality Congress, Dallas TX    Vol. 42    No. 0
QICID: 3530    May 1988    pp. 855-860
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Article Abstract

Many organizations are realizing that "doing the same thing harder" is not going to be enough in years to come. They know that much energy and additional commitment is needed to make Quality Management work. Some companies give examples of the discretionary effort given by their people to make QM successful. Recognized QM consultants talk about the importance of the "desire" to do the job. At the same time most companies act as if getting this commitment is magic and talk as if you are "lucky" to have it. Even companies that are experiencing high levels of commitment and energy seem to be "unconsciously competent" and are afraid it may go away.

Performance Management provides a management technology that takes the luck out of managing an organization. Like other sciences, PM is based on laws, data, models and a process. You do not have to "hope" your quality management program works out, establishing targets that are challenging yet achievable, providing timely, meaningful feedback, and reinforcing progress and results provides a framework for a management system that allows you to choose a direction and achieve success with confidence.

While Quality Management may be what you want to do, Performance Management is how to get it done. The integration of these two technologies provides the competitive advantage that will enable your organization to break all records of performance and gain a competitive advantage.


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