Sinha M NThe TQM Magazine, (UK), 1999 Vol 11 No 6
Start page: 414. No of pages: 5
Offers three reasons why public sector managers are gradually adopting quality-based methodologies to improve service to their stakeholders. Lists phrases appearing in government body reports around the world as indicators of TQM-driven improvements, touching on eight related developments e.g. mission-driven management models. Expands on results from a 1998 Canadian citizens survey (2,900 households replied) that gives insights into public sector service quality evaluation likely to lead to changes in future measurements. Raises issues that need addressing e.g. quality leadership, but sees nothing to prevent TQM being applied within public bodies. Believes quality awards and standards can help. Wants more action, however, noting a lot of talk so far, but comparatively little ‘walk’.
Subject(s): PUBLIC SECTOR, ORGANIZATIONAL PERFORMANCE, TQM, ORGANIZATIONAL BEHAVIOUR
Style: Journalistic ISSN: 0954-478X. Reference: 28BB153
Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm