Управління якістю в органах влади: зміст і особливості Quality Administration in Government Authorities: the Content and Features
Journal Title: Теорія та практика державного управління - Year 2016, Vol 0, Issue 2
Abstract
Problem sett ing. There has been a lot of debate on whether quality concepts from the private sector can be transferred to the public sector in some meaningful way. Whereas total quality management ( TQM ) proponents tend to argue that big private companies and big publi c authorities face the same kind of bureaucratic problems more critical TQM experts argue that the private and public sector operate under different framework conditions. It seems, however, that this debate has become somewhat abstract since the public - pri vate sector dichotomy does not exist any more to a large extent in most Western countries. As a result of contracting - out, public services are provided by public, private and voluntary organizations. Administrative modernization programs along the lines of “New Public Management” has also created a range of organizations with mixed forms of public - private ownership. Thus, the borders between public, private and voluntary sectors have become increasingly blurred. In other words, “the” public sector does not exist any more. Recent research and publication analysis. Research on the creating and implementing an emergency management strategy is suggested in the works of scholars such as R. Brand, G. Bouckaert, S. Cohen , W. Eimicke, D. A. Garvin, A. Halachmi , M. M ilakovich, J. Swiss and others. Paper objective. The article i dentif ies and examine s the essence and peculiarities of quality management in authority organs in modern conditions. Paper main body. The history of quality management can be divided into five p hases: 1) Quality inspection . Quality inspection had a purely technical function: it had to detect the good products and let them pass and had to stop the bad product. The percentage of unacceptable products determined the quality of the production. Quali ty consisted of “conformance to requirements”, specified as a list of technical characteristics. Since quality inspection focused on the final product solely, it usually had no implications for productivity. 2) Statistical quality control . This concept of quality and quality control is only adequate for goods which the producer can specify before sale (and the consumer can investigate the characteristics before purchase). This producer - oriented perspective defined quality at the output level as a set of fe atures of a good or service corresponding to a predetermined description of the good or service to be produced. Quality, in this sense, was an objective concept since the judgment on quality was based on quantitative data. 3) System - oriented quality assur ance . Quality has become a competitive parameter and a strategic goal for companies. The types of goods being produced have also changed: with the service sector becoming larger at the expense of the industrial sector, experience goods become more and more important. Experience goods are those which are impossible, impracticable or too expensive to investigate before purchase. This “consumer - oriented, subjective quality” vision measures quality at the effect - level as the “fitness for use”. 4) Company - wide quality - control . Comprehensive quality management concepts like company - wide - quality - control try to combine the old producer - oriented quality control and customer - oriented quality assurance concept so that the idea of customer - orientation is also introdu ce d into the production process. The preceding production units become the internal customers of the performance recipients in the added - value chain. The term product therefore includes each single output of a production process. Since customer requirements have to be met at every stage of the production process every employee has to make sure that the products have all the necessary quality specifications. Thus, quality assessment is based on self - assessment. 5) Total quality management . TQM was seen as one of the success factors for the Japanese becoming the number one in the electronics and car market. Indeed, TQM was widely and apparently successfully applied to Japanese manufacturing industry in the late 1970s and 1980s and was subsequently re - exported t o the West in the 1980s. It percolated from manufacturing to the commercial services sector and eventually to public services. Conclusion of the research. TQM is based on a definition of quality that comes from consumer psychology literature and sets custo mer expectations as the first and ultimate goal of each activity in an organization. In order to function properly, TQM requires the full and active involvement of all employees to a corporate quality plan as well as comprehensive information systems that collect and process information with regard to customers, suppliers, corporate - wide processes and competitors. TQM also requires a willingness to invest substantially in training. Last but not least, TQM involves cultural change towards continuous improvem ent. It becomes obvious that TQM is a very demanding quality management system and challenging to implement even in for - profit business settings. TQM has to be modified to make it appropriate for use in public services.
Authors and Affiliations
Вячеслав Дзюндзюк, Сергій Марєхін
Keywords
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- EP ID EP244089
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Управління якістю в органах влади: зміст і особливості Quality Administration in Government Authorities: the Content and Features
Problem sett ing. There has been a lot of debate on whether quality concepts from the private sector can be transferred to the public sector in some meaningful way. Whereas total quality management ( TQM ) proponents...