SIXTH EDITION Quality Management for Organizational Excellence Introduction to Total Quality David L Goetsch Stanley B. Davis Pearson Education International CONTENTS PART ONE Philosophy and Concepts 1 CHAPTER 1 The Total Quality Approach to Quality Management: Achieving Organizational Excellence 3 I WHAT IS QUALITY? 4 QUALITY, VALUE, AND ORGANIZATIONAL EXCELLENCE 6 THE TOTAL QUALITY APPROACH DEFINED 6 Two VIEWS OF QUALITY 9 KEY ELEMENTS OF TOTAL QUALITY 10 TOTAL QUALITY PIONEERS 12 KEYS TO TOTAL QUALITY SUCCESS 19 THE FUTURE OF QUALITY MANAGEMENT IN THE 21ST CENTURY 21 SUMMARY 22 KEY TERMS AND CONCEPTS 23 FACTUAL REVIEW QUESTIONS 23 CRITICAL THINKING ACTIVITY 23 DISCUSSION ASSIGNMENTS 24 ENDNOTES 2 5 / CHAPTER 2 Quality and Global Competitiveness 26 THE RELATIONSHIP BETWEEN QUALITY AND COMPETITIVENESS 27 COST OF POOR QUALITY 27 COMPETITIVENESS AND THE U.S. ECONOMY 29 FACTORS INHIBITING COMPETITIVENESS 30 COMPARISONS OF INTERNATIONAL COMPETITORS 36 HUMAN RESOURCES AND COMPETITIVENESS 36 CHARACTERISTICS OF WORLD-CLASS ORGANIZATIONS 37 MANAGEMENT BY ACCOUNTING: ANTITHESIS OF TOTAL QUALITY 40 U.S. COMPANIES: GLOBAL STRENGTHS AND WEAKNESSES 41 QUALITY MANAGEMENT PRACTICES IN ASIAN COUNTRIES 43 SUMMARY 44 KEY TERMS AND CONCEPTS 44 FACTUAL REVIEW QUESTIONS 45 CRITICAL THINKING ACTIVITY 45 DISCUSSION ASSIGNMENTS 45 ENDNOTES 46 V I I viii Contents CHAPTER 3 Strategic Management: Planning and Execution for Competitive Advantage 47 W H A T IS STRATEGIC MANAGEMENT? 48 COMPETITIVE STRATEGY 48 CORE COMPETENCIES AND COMPETITIVE ADVANTAGE 48 COMPONENTS OF STRATEGIC MANAGEMENT 49 STRATEGIC PLANNING OVERVIEW 50 CREATIVE THINKING IN STRATEGIC PLANNING 50 CONDUCTING THE SWOT ANALYSIS 51 DEVELOPING THE VISION 53 DEVELOPING THE MISSION 54 DEVELOPING THE GUIDING PRINCIPLES 56 DEVELOPING BROAD STRATEGIC OBJECTIVES 57 DEVELOPING SPECIFIC TACTICS (ACTION PLAN) 60 EXECUTING THE STRATEGIC PLAN 64 STRATEGIC PLANNING IN ACTION: A "REAL-WORLD" CASE 65 SUMMARY 69 KEY TERMS AND CONCEPTS 70 FACTUAL REVIEW QUESTIONS 70 CRITICAL THINKING ACTIVITY 71 ENDNOTES 71 CHAPTER 4 Quality Management, Ethics, and Corporate Social Responsibility 72 DEFINITION AND OVERVIEW OF ETHICS 73 TRUST AND TOTAL QUALITY 75 VALUES AND TOTAL QUALITY 77 INTEGRITY AND TOTAL QUALITY 79 RESPONSIBILITY AND TOTAL QUALITY 79 MANAGER'S ROLE IN ETHICS 79 ORGANIZATION'S ROLE IN ETHICS 81 HANDLING ETHICAL DILEMMAS 82 ETHICS TRAINING AND CODES OF BUSINESS CONDUCT 82 MODELS FOR MAKING ETHICAL DECISIONS 84 BELIEFS VERSUS BEHAVIOR: W H Y THE DISPARITY? 85 ETHICAL DILEMMAS: CASES 87 CORPORATE SOCIAL RESPONSIBILITY DEFINED 90 SUMMARY 91 KEY TERMS AND CONCEPTS 91 FACTUAL REVIEW QUESTIONS 92 CRITICAL THINKING ACTIVITY 92 Contents ix DISCUSSION ASSIGNMENT 92 x ENDNOTES 93 CHAPTER 5 Partnering and Strategic Alliances 94 PARTNERING OR STRATEGIC ALLIANCES 94 INNOVATIVE ALLIANCES AND PARTNERSHIPS 99 INTERNAL PARTNERING 99 PARTNERING WIT.

1. SIXTH EDITION
Quality Management
for Organizational
Excellence
Introduction to Total Quality
David L Goetsch
Stanley B. Davis
Pearson Education International
CONTENTS
PART ONE
Philosophy and Concepts 1
CHAPTER 1
The Total Quality Approach to Quality Management: Achieving
Organizational Excellence 3
I WHAT IS QUALITY? 4
QUALITY, VALUE, AND ORGANIZATIONAL EXCELLENCE
6
THE TOTAL QUALITY APPROACH DEFINED 6
Two VIEWS OF QUALITY 9

2. KEY ELEMENTS OF TOTAL QUALITY 10
TOTAL QUALITY PIONEERS 12
KEYS TO TOTAL QUALITY SUCCESS 19
THE FUTURE OF QUALITY MANAGEMENT IN THE 21ST
CENTURY 21
SUMMARY 22
KEY TERMS AND CONCEPTS 23
FACTUAL REVIEW QUESTIONS 23
CRITICAL THINKING ACTIVITY 23
DISCUSSION ASSIGNMENTS 24
ENDNOTES 2 5 /
CHAPTER 2
Quality and Global Competitiveness 26
THE RELATIONSHIP BETWEEN QUALITY AND
COMPETITIVENESS 27
COST OF POOR QUALITY 27
COMPETITIVENESS AND THE U.S. ECONOMY 29
FACTORS INHIBITING COMPETITIVENESS 30
COMPARISONS OF INTERNATIONAL COMPETITORS 36
HUMAN RESOURCES AND COMPETITIVENESS 36

3. CHARACTERISTICS OF WORLD-CLASS ORGANIZATIONS
37
MANAGEMENT BY ACCOUNTING: ANTITHESIS OF TOTAL
QUALITY 40
U.S. COMPANIES: GLOBAL STRENGTHS AND
WEAKNESSES 41
QUALITY MANAGEMENT PRACTICES IN ASIAN
COUNTRIES 43
SUMMARY 44
KEY TERMS AND CONCEPTS 44
FACTUAL REVIEW QUESTIONS 45
CRITICAL THINKING ACTIVITY 45
DISCUSSION ASSIGNMENTS 45
ENDNOTES 46
V I I
viii Contents
CHAPTER 3
Strategic Management: Planning and Execution
for Competitive Advantage 47
W H A T IS STRATEGIC MANAGEMENT? 48

4. COMPETITIVE STRATEGY 48
CORE COMPETENCIES AND COMPETITIVE ADVANTAGE
48
COMPONENTS OF STRATEGIC MANAGEMENT 49
STRATEGIC PLANNING OVERVIEW 50
CREATIVE THINKING IN STRATEGIC PLANNING 50
CONDUCTING THE SWOT ANALYSIS 51
DEVELOPING THE VISION 53
DEVELOPING THE MISSION 54
DEVELOPING THE GUIDING PRINCIPLES 56
DEVELOPING BROAD STRATEGIC OBJECTIVES 57
DEVELOPING SPECIFIC TACTICS (ACTION PLAN) 60
EXECUTING THE STRATEGIC PLAN 64
STRATEGIC PLANNING IN ACTION: A "REAL-WORLD"
CASE 65
SUMMARY 69
KEY TERMS AND CONCEPTS 70
FACTUAL REVIEW QUESTIONS 70
CRITICAL THINKING ACTIVITY 71

5. ENDNOTES 71
CHAPTER 4
Quality Management, Ethics, and Corporate
Social Responsibility 72
DEFINITION AND OVERVIEW OF ETHICS 73
TRUST AND TOTAL QUALITY 75
VALUES AND TOTAL QUALITY 77
INTEGRITY AND TOTAL QUALITY 79
RESPONSIBILITY AND TOTAL QUALITY 79
MANAGER'S ROLE IN ETHICS 79
ORGANIZATION'S ROLE IN ETHICS 81
HANDLING ETHICAL DILEMMAS 82
ETHICS TRAINING AND CODES OF BUSINESS CONDUCT
82
MODELS FOR MAKING ETHICAL DECISIONS 84
BELIEFS VERSUS BEHAVIOR: W H Y THE DISPARITY? 85
ETHICAL DILEMMAS: CASES 87
CORPORATE SOCIAL RESPONSIBILITY DEFINED 90
SUMMARY 91

6. KEY TERMS AND CONCEPTS 91
FACTUAL REVIEW QUESTIONS 92
CRITICAL THINKING ACTIVITY 92
Contents ix
DISCUSSION ASSIGNMENT 92 x
ENDNOTES 93
CHAPTER 5
Partnering and Strategic Alliances 94
PARTNERING OR STRATEGIC ALLIANCES 94
INNOVATIVE ALLIANCES AND PARTNERSHIPS 99
INTERNAL PARTNERING 99
PARTNERING WITH SUPPLIERS 101
PARTNERING WITH CUSTOMERS 105
PARTNERING WITH POTENTIAL COMPETITORS 106
GLOBAL PARTNERING 110
EDUCATION AND BUSINESS PARTNERSHIPS 110
SUMMARY 111
KEY TERMS AND CONCEPTS 111

7. FACTUAL REVIEW QUESTIONS 112
CRITICAL THINKING ACTIVITY 112
DISCUSSION ASSIGNMENTS 113
ENDNOTES 114
CHAPTER 6
Quality Culture: Changing Hearts, Minds, and Attitudes 115
/
UNDERSTANDING WHAT A QUALITY CULTURE IS 115
QUALITY CULTURE VERSUS TRADITIONAL CULTURES
117
ACTIVATING CULTURAL CHANGE 119
CHANGING LEADERS TO ACTIVATE CHANGE 120
LAYING THE FOUNDATION FOR A QUALITY CULTURE
120
LEARNING WHAT A QUALITY CULTURE LOOKS LIKE 123
COUNTERING RESISTANCE TO CULTURAL CHANGE 123
ESTABLISHING A QUALITY CULTURE 127
MAINTAINING A QUALITY CULTURE 131
SUMMARY 131
KEY TERMS AND CONCEPTS 132

8. FACTUAL REVIEW QUESTIONS 133
CRITICAL THINKING ACTIVITY 133
DISCUSSION ASSIGNMENT 133
ENDNOTES 134
CHAPTER 7
Customer Satisfaction, Retention, and Loyalty 135
UNDERSTANDING W H O IS A CUSTOMER 136
UNDERSTANDING CUSTOMER-DEFINED QUALITY 136
IDENTIFYING EXTERNAL CUSTOMER NEEDS 137
IDENTIFYING INTERNAL CUSTOMER NEEDS 140
Contents
COMMUNICATING WITH CUSTOMERS 141
USING CUSTOMER FEEDBACK TO MAKE DESIGN
IMPROVEMENTS 142
CUSTOMER SATISFACTION PROCESS 143
CUSTOMER-DEFINED VALUE 144
CUSTOMER VALUE ANALYSIS 145
CUSTOMER RETENTION 146

9. ESTABLISHING A CUSTOMER FOCUS 148
RECOGNIZING THE CUSTOMER-DRIVEN ORGANIZATION
150
VALUE PERCEPTION AND CUSTOMER LOYALTY 150
CUSTOMER LOYALTY MODEL 151
CUSTOMER LOYALTY VERSUS CUSTOMER
PROFITABILITY 152
CUSTOMERS AS INNOVATION PARTNERS 154
SUMMARY 155
KEY TERMS AND CONCEPTS 156
FACTUAL REVIEW QUESTIONS 156
CRITICAL THINKING ACTIVITY 157
DISCUSSION ASSIGNMENTS 157
ENDNOTES 158
CHAPTER 8
Employee Empowerment 160
EMPLOYEE EMPOWERMENT DEFINED 160
RATIONALE FOR EMPOWERMENT 162
INHIBITORS OF EMPOWERMENT 163

10. MANAGEMENT'S ROLE IN EMPOWERMENT 167
IMPLEMENTING EMPOWERMENT 168
How TO RECOGNIZE EMPOWERED EMPLOYEES 171
AVOIDING EMPOWERMENT TRAPS 172
BEYOND EMPOWERMENT TO ENLISTMENT 172
SUMMARY 173
KEY TERMS AND CONCEPTS 174
FACTUAL REVIEW QUESTIONS 174
CRITICAL THINKING AcnviTY 174
DISCUSSION ASSIGNMENTS 175
ENDNOTES 176
CHAPTER 9
Leadership and Change 177
LEADERSHIP DEFINED 178
LEADERSHIP FOR QUALITY 181
LEADERSHIP SKILLS: INHERITED OR LEARNED? 183
LEADERSHIP, MOTIVATION, AND INSPIRATION 183
LEADERSHIP STYLES 184

11. Contents xi
LEADERSHIP STYLE IN A TOTAL QUALITY SETTING 186
BUILDING AND MAINTAINING A FOLLOWING 186
LEADERSHIP VERSUS MANAGEMENT 189
LEADERSHIP AND ETHICS 190
LEADERSHIP AND CHANGE 190
EMPLOYEES AND MANAGERS ON CHANGE 191
RESTRUCTURING AND CHANGE 191
How TO LEAD CHANGE 192
LESSONS FROM DISTINGUISHED LEADERS 197
SERVANT LEADERSHIP AND STEWARDSHIP 203
NEGATIVE INFLUENCES ON LEADERS: H O W TO
COUNTER THEM 205
SUMMARY 206
KEY TERMS AND CONCEPTS 206
FACTUAL REVIEW QUESTIONS 207
CRITICAL THINKING ACTIVITY 207
DISCUSSION ASSIGNMENTS 208

12. ENDNOTES 209
CHAPTER 10
Team Building and Teamwork 210
OVERVIEW OF TEAM BUILDING AND TEAMWORK 210
BUILDING TEAMS AND MAKING THEM WORK 213
FOUR-STEP APPROACH TO TEAM BUILDING 216
CHARACTER TRAITS AND TEAMWORK 220
TEAMS ARE C O A C H E D — N O T BOSSED 222
HANDLING CONFLICT IN TEAMS 224
STRUCTURAL INHIBITORS OF TEAMWORK 226
REWARDING TEAM AND INDIVIDUAL PERFORMANCE
227
RECOGNIZING TEAMWORK AND TEAM PLAYERS 229
LEADING MULTICULTURAL TEAMS 230
SUMMARY 231
KEY TERMS AND CONCEPTS 232
FACTUAL REVIEW QUESTIONS 232
CRITICAL THINKING ACTIVITY 232
DISCUSSION ASSIGNMENT 232

13. ENDNOTES 233
CHAPTER 11
Effective Communication 234
DEFINING COMMUNICATION 234
UNDERSTANDING THE ROLE OF COMMUNICATION IN
TOTAL QUALITY 236
UNDERSTANDING COMMUNICATION AS A PROCESS 237
RECOGNIZING INHIBITORS OF COMMUNICATION 237
xii Contents
ESTABLISHING A CONDUCIVE COMMUNICATION
CLIMATE 239
COMMUNICATING BY LISTENING 240
UNDERSTANDING NONVERBAL COMMUNICATION
FACTORS 245
COMMUNICATING VERBALLY 247
COMMUNICATING IN WRITING 249
COMMUNICATING CORRECTIVE FEEDBACK 252
IMPROVING COMMUNICATION 253
How INTERPERSONAL SKILLS AFFECT COMMUNICATION
255

14. PERSONALITY AND COMMUNICATION 256
SUMMARY 258
KEY TERMS AND CONCEPTS 259
FACTUAL REVIEW QUESTIONS 259
CRITICAL THINKING ACTIVITY 260
DISCUSSION ASSIGNMENT 260
ENDNOTES 260
CHAPTER 12
Education and Training 262
OVERVIEW OF EDUCATION, TRAINING, AND LEARNING
262
RATIONALE FOR TRAINING 268
TRAINING NEEDS ASSESSMENT 271
PROVIDING TRAINING 274
EVALUATING TRAINING 277
MANAGERS AS TRAINERS AND TRAINEES 279
WORKFORCE LITERACY 286
IMPROVING LEARNING 287
WHY TRAINING SOMETIMES FAILS 288

15. QUALITY TRAINING CURRICULUM 289
ORIENTATION TRAINING 290
CUSTOMER TRAINING 291
ETHICS TRAINING 292
MAKING E-LEARNING WORK 292
SUMMARY 293
KEY TERMS AND CONCEPTS 294
FACTUAL REVIEW QUESTIONS 295
CRITICAL THINKING ACTIVITY 295
DISCUSSION ASSIGNMENTS 296
ENDNOTES 297
CHAPTER 13
Overcoming Politics, Negativity, and Conflict in the Workplace
298
INTERNAL POLITICS DEFINED 299
POWER AND POLITICS 300
ORGANIZATIONAL STRUCTURE AND INTERNAL
POLITICS 301

16. Contents xiii
INTERNAL POLITICS IN ACTION 304
INTERNAL POLITICIANS AND THEIR METHODS 307
IMPACT OF INTERNAL POLITICS ON QUALITY 312
CONTROLLING INTERNAL POLITICS IN ORGANIZATIONS
315
OVERCOMING NEGATIVITY IN ORGANIZATIONS 322
OVERCOMING TERRITORIAL BEHAVIOR IN
ORGANIZATIONS 323
MANAGING CONFLICT IN ORGANIZATIONS 324
SUMMARY 328
KEY TERMS AND CONCEPTS 329
FACTUAL REVIEW QUESTIONS 329
CRITICAL THINKING ACTIVITY 330
DISCUSSION ASSIGNMENTS 330
ENDNOTES 331
CHAPTER 14
ISO 9000 and Total Quality: The Relationship 332
ISO 9000: THE INTERNATIONAL STANDARD FOR
QUALITY MANAGEMENT SYSTEMS 332

17. ISO 9000's OBJECTIVE 334
How ISO 9000 Is APPLIED TO ORGANIZATIONS . 334
THE ISO 9000 QUALITY MANAGEMENT SYSTEM: A
DEFINITION 335
AUTHORITY FOR CERTIFICATION/REGISTRATION 336
ISO 9000 REGISTRATION STATISTICS 336
ORGANIZATIONAL REGISTRATION TO ISO 9001 338
BENEFITS OF ISO 9000 339
THE ORIGIN OF ISO 9000 339
COMPARATIVE SCOPE OF ISO 9000 AND TOTAL QUALITY
MANAGEMENT 340
MANAGEMENT MOTIVATION FOR REGISTRATION TO ISO
9001 342
ISO 9000 AND TOTAL QUALITY MANAGEMENT WORKING
TOGETHER 343
THE FUTURE OF ISO 9000 344
SUMMARY 345
KEY TERMS AND CONCEPTS 345
FACTUAL REVIEW QUESTIONS 346
CRITICAL THINKING ACTIVITY 346

18. DISCUSSION ASSIGNMENT 346
ENDNOTES 347
PART TWO
Tools and Techniques 349
CHAPTER 15
Overview of Total Quality Tools 351
TOTAL QUALITY TOOLS DEFINED 352
PARETO CHARTS 352
xiv Contents
CAUSE-AND-EFFECT DIAGRAMS 355
CHECK SHEETS 359
HISTOGRAMS 363
SCATTER DIAGRAMS 372
R U N CHARTS AND CONTROL CHARTS 375
STRATIFICATION 377
SOME OTHER TOOLS INTRODUCED 380
MANAGEMENT'S ROLE IN TOOL DEPLOYMENT 389
SELECTING THE RIGHT TOOL FOR THE JOB 391

19. SUMMARY 391
KEY TERMS AND CONCEPTS 393
FACTUAL REVIEW QUESTIONS 393
CRITICAL THINKING ACTIVITIES 394
DISCUSSION ASSIGNMENT 397
ENDNOTES 397
CHAPTER 16
Problem Solving and Decision Making 398
PROBLEM SOLVING FOR TOTAL QUALITY 399
Two MODELS FOR SOLVING AND PREVENTING
PROBLEMS 400
PROBLEM-SOLVING AND DECISION-MAKING TOOLS 408
DECISION MAKING FOR TOTAL QUALITY 408
THE DECISION-MAKING PROCESS 409
OBJECTIVE VERSUS SUBJECTIVE DECISION MAKING 411
SCIENTIFIC DECISION MAKING AND PROBLEM SOLVING
412
EMPLOYEE INVOLVEMENT IN PROBLEM SOLVING AND
DECISION MAKING 414
ROLE OF INFORMATION IN DECISION MAKING 415

20. USING MANAGEMENT INFORMATION SYSTEMS 417
CREATIVITY IN DECISION MAKING 418
SUMMARY 419
KEY TERMS AND CONCEPTS 420
FACTUAL REVIEW QUESTIONS 421
CRITICAL THINKING ACTIVITY 421
DISCUSSION ASSIGNMENTS 423
ENDNOTES 424
CHAPTER 17
Quality Function Deployment 425
WHAT IS QFD? 425
BENEFITS OF QFD 428
CUSTOMER INFORMATION: FEEDBACK AND INPUT 429
QFD TOOLS 431
IMPLEMENTING QFD 436
Contents x v
SUMMARY 440
KEY TERMS AND CONCEPTS 440

21. FACTUAL REVIEW QUESTIONS 441
CRITICAL THINKING ACTIVITY 441
DISCUSSION ASSIGNMENT 441
ENDNOTES 441
CHAPTER 18
Optimizing and Controlling Processes Through Statistical
Process Control 442
STATISTICAL PROCESS CONTROL DEFINED 443
RATIONALE FOR SPC 444
CONTROL CHART DEVELOPMENT 450
MANAGEMENT'S ROLE IN SPC 462
ROLE OF THE TOTAL QUALITY TOOLS 463
AUTHORITY OVER PROCESSES AND PRODUCTION 464
IMPLEMENTATION AND DEPLOYMENT OF SPC 465
INHIBITORS OF SPC 471
SUMMARY 473
KEY TERMS AND CONCEPTS 474
FACTUAL REVIEW QUESTIONS 474
CRITICAL THINKING ACTIVITY 475

22. DISCUSSION ASSIGNMENTS 475
ENDNOTES 480
CHAPTER 19
Continual Improvement Methods with Six Sigma, Lean,
and Lean Six Sigma 481
RATIONALE FOR CONTINUAL IMPROVEMENT 481
MANAGEMENT'S ROLE IN CONTINUAL IMPROVEMENT
482
ESSENTIAL IMPROVEMENT ACTIVITIES 482
STRUCTURE FOR QUALITY IMPROVEMENT 484
THE SCIENTIFIC APPROACH 485
IDENTIFICATION OF IMPROVEMENT NEEDS 486
DEVELOPMENT OF IMPROVEMENT PLANS 487
COMMON IMPROVEMENT STRATEGIES 488
ADDITIONAL IMPROVEMENT STRATEGIES 491
THE KAIZEN APPROACH 494
GOLDRATT'S THEORY OF CONSTRAINTS 498
THE CEDAC APPROACH 499
Six SIGMA CONCEPT 503

23. LEAN OPERATIONS 508
LEAN SIX SIGMA 511
xvi Contents
SUMMARY 513
KEY TERMS AND CONCEPTS 514
FACTUAL REVIEW QUESTIONS 515
CRITICAL THINKING ACTIVITY 515
ENDNOTES 515
CHAPTER 20
Benchmarking 517
BENCHMARKING DEFINED 518
BENCHMARKING VERSUS REENGINEERING 519
RATIONALE FOR BENCHMARKING 520
PREREQUISITES TO BENCHMARKING 522
OBSTACLES TO SUCCESSFUL BENCHMARKING 523
ROLE OF MANAGEMENT IN BENCHMARKING 524
BENCHMARKING APPROACH AND PROCESS 526
MAKING FULL USE OF BENCHMARKING DATA 531

24. PERPETUAL BENCHMARKING 531
BENCHMARKING RESOURCES 532
SUMMARY 532
KEY TERMS AND CONCEPTS 533
FACTUAL REVIEW QUESTIONS 533
CRITICAL THINKING ACTIVITY 534
DISCUSSION ASSIGNMENTS 536
ENDNOTE 537
CHAPTER 21
Just-in-Time Manufacturing 538
WHAT D O W E CALL IT? 538
JIT DEFINED 538
RATIONALE FOR JIT 540
DEVELOPMENT OF JIT 542
RELATIONSHIP OF JIT TO TOTAL QUALITY AND WORLD-
CLASS
MANUFACTURING 548
BENEFITS OF JIT 549
REQUIREMENTS OF JIT 559

25. AUTOMATION AND JIT 574
SUMMARY 575
KEY TERMS AND CONCEPTS 575
FACTUAL REVIEW QUESTIONS 576
CRITICAL THINKING ACTIVITY 577
DISCUSSION ASSIGNMENTS 577
ENDNOTES 579
Contents xvii
CHAPTER 22
Implementing Total Quality Management 581
RATIONALE FOR CHANGE 582
REQUIREMENTS FOR IMPLEMENTATION 585
ROLE OF TOP MANAGEMENT: LEADERSHIP 594
ROLE OF MIDDLE MANAGEMENT 596
VIEWPOINTS OF THOSE INVOLVED 597
IMPLEMENTATION VARIATION AMONG
ORGANIZATIONS 597
IMPLEMENTATION APPROACHES TO BE AVOIDED 601

26. A N IMPLEMENTATION APPROACH THAT WORKS 602
GETTING O N WITH IT 607
W H A T TO D O IN THE ABSENCE OF COMMITMENT
FROM THE T O P 607
IMPLEMENTATION STRATEGIES: ISO 9000 AND
BALDRIGE 609
SUMMARY 611
KEY TERMS AND CONCEPTS 612
FACTUAL REVIEW QUESTIONS 612
CRITICAL THINKING ACTIVITY 613
DISCUSSION ASSIGNMENT 615
ENDNOTES 615
INDEX 616
Running head: WHITE COLLAR CRIME
1
WHITE COLLAR CRIME
5

27. White collar crime
Harish Mallipeddi
Wilmington University
White collar crime
White collar crimes can be described as the nonviolent crimes
which are financially motivated and they are usually motivated
by the businesses as well as the government professionals
(Payne, 2013). This was first introduced in the field of
criminology by a sociologist referred to as Edwin Sutherland in
the year 1939. He described it as a crime that is usually
conducted by an individual who has a high level of respect and
mostly in the high social status as they carry out the carious
activities that are involved in their occupations. Examples of
the white collar crimes include; bribery, embezzlement, money
laundering, forgery, labor racketeering, theft, copyright
infringement and the cyber crime among others.
With the passage of the time, the meaning of the phrase the
white collar crimes have evolved to a great extent. Initially,
Edwin’s main aim of forming this phrase was to address the bias
that was existing in the law enforcement in the United States.
He depicted that the law enforcement has the tendency on
focusing much on the acts of violence and the theft that is
conducted by the people in the lower classes thereby to a great
extent ignoring the shady practices that the people who are in
the elite and the business class are involved in. Sutherland
questioned the fact that people were assuming that it is the
conditions of the poverty that continuously motivated the
people to get engaged in the criminal activities.
The meaning of the phrase the white collar crimes has changed
with evolution of time in that it has been discovered from the
research carried out and the statistics that these kinds of crime

28. are not only conducted by the people in the elite business class
in the society. It is clear that people from all levels in the
society irrespective of their social classes are known to be
committing these crimes in one way or another. For instance,
any individual in the society can hear a tip and make up their
mind to participate in it irrespective of their class. This has thus
called for the making of the changes to the name to make it
ideals such that none of the people will feel that the law is
discriminating them on the basis of their social class.
Before I started this class, I felt that the white collar jobs are
usually conducted by only those people in the society who are
in the elite business class. The main reason behind this is the
fact that these types of crimes are financially motivated and I
thus felt that the poor people could not be in a position to
achieve this due to the lack of the power in the society since
they are the subordinates. The other thing is that I felt that the
law in the society does not focus to a great extent on the crimes
that are committed by the rich people in the society but it
usually concentrates on the crimes that are committed by the
poor people.
After learning about the white collar crimes in class, I realized
that both the people who are in the lower social class in the
society and the ones who are in the elite business class commit
the white collar job. The fact remains that an individual is
involved in a crime where they are likely to benefit financially
makes it clear that they are subjects of this type of a crime.
From the second issue, I learned that it is true that the law
enforcement usually majors on the crimes that are committed by
the people in the low social class more than on the ones that are
committed by the people in the higher social class level. This is
not god because these people have the same chances of
committing the crime and non one them should escape
unpunished because they are all wrong.
One of the types of the crimes that are usually classified as the
white collar crime is the fraud. This involves the

29. misrepresentation or the omission of the facts in a material
intentionally. The misrepresentation in the cases of fraud should
be reliable on in a reasonable way and there must be an
individual who is suffering from a loss in monetary form as a
result of this. Examples of the most common type of fraud are
the computer fraud, insurance fraud, bankruptcy fraud,
healthcare fraud, credit card fraud and the telemarketing fraud.
The second type of the crime that can be classified as a white
collar crime is the theft. This includes the embezzlement of the
property such as goods and money among other things by the
employees and the blackmailing. Blackmail refers to the act of
demanding money so that one cannot cause physical harm, cause
damage to property or even the exposing of an individual’s
secrets.
The media plays a very great role in influencing the coverage on
the white collar crime in the society. This is because of its
ability to shape the crime discourses thereby influencing the
people’s perceptions of the harmfulness and the problems that
are encountered in maintain the law and order in the society
(Friedrichs, 2010). The media is also a factor in the white collar
crimes in that it passes information to the people thus
encouraging them to rethink the issue of justice as a policy. As
a factor in the white collar crimes, it thus lays a very imperative
role in influencing how the people understand this subject in the
society.
References
Friedrichs, D. (2010). Trusted criminals : white collar crime in
contemporary society. Belmont, CA: Wadsworth Cengage
Learning.
Payne, B. (2013). White-collar crime : the essentials. Thousand
Oaks, Calif: SAGE Publications.

30. Read Chapter 5, pages?64-76?inQuality Managementfor
Organizational Excellence. ?
The book is also attached, kindly read its chapter 5
For Chapter 5, write a paper responding to the following
questions:
What challenges and opportunities do you perceive in using
Partnering or Statistical Process Control to improve quality?
?How would you apply the concept in your work environment or
in another situation with which you are familiar?
What did you learn about quality management as a result of the
course?s PIP? ?How could you use the PIP process in your work
environment or in another situation with which you are
familiar?
Your paper should be 600 to 900 words in length.? Using APA
format, include two citations from the reading.? Your paper
should include a cover page, research addressing the two
questions, and a references page.
This is the information for the project