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 Recent studies on the subject of Total Quality Management and some other contributions• on related subjects have indicated that there exist considerable potential benefits in implementing TQM. It seems however that the awareness of the concept and its principles is still very low and therefore not much has been clone to actualize the benefits. For organizations that have attempted to implements TQM, the result do not seem to support the effort. We have witnessed in Nigeria for instance, banks that publishing' professed TQM and today have gone under. This situation seems to suggest that success is dependent to a great deal on approach to its implementation. Many organizations that are not well informed may have the view that TOM focus only on meeting and exceeding customers needs. It is worthy of note, however, that there is a growing body of evidence that TOM is the way in a globally competitive market to produce superior long term financial value for the stakeholders. Again, organizations that adopted quality management practices have in nearly all cases, achieved better employee relations, higher productivity, greater customer satisfaction, increased market share, and improved profitability. Also, quality organizations that have implemented TQM practices have on focusing on competition, improved processes and systems through competitive -benchmarking. Apart from the above-mentioned benefits, the study will in its course, reveal other potential benefits attributable to the successful implementation of TQM practices. 
 New competitive strategies have ruptured established management doctrines and rendered conventional methods of products/services development and delivered obsolete. Competition has become so high in all fronts that the time is now when organizations will only survive by making a difference. This is the reason John Young, president of Hewlett-Packard, once said: "In order to compete in a global economy, our products, systems and services must be of a higher quality than our competition. Increasing Total Quantity is our number one priority here at Hewlett-Packard. To customers by creating imagined but specially tailored products and services, to employees by opening every avenue for personal aspiration and contribution, and to managers by creating a new competitive space to build not merely a career but a legacy. Increased expectations and demands on the part of customers in every area of organizational life have taken the centre stage. The days are gone' when firms could rest on their laurels and claim to hold franchise to best quality products and services. The continual wave of technological break-through and environmental turbulence have turned several firms into bystanders on the road to the future, and' have made their structures, processes and skills become progressively less attuned to the ever-changing realities of the demands and expectations of present day consumers. While the rule of the game today in all industry segments is continuous improvement of processes, systems and skills, many organizations do not possess a keen sense of urgency required to reinvent the needs of the current business model. Quality improvement and service delivery is still seen by many organizations today, not as a way of survival but as optional extras, Even on occasions where a good number of organizations attempt improvement efforts, they merely focus on catching up to competitors instead of focusing on those activities that will create new advantages to their goals. They make quality improvement efforts only as a benchmark to bridge the competitive edge enjoyed by others. This is reactive approach rather than proactive approach.

Project detailsContents
Number of Pages66 pages
Chapter one Introduction
Chapter two Literature review
Chapter three  methodology
Chapter  four  Data analysis
Chapter  five Summary,discussion & recommendations
Chapter summary1 to 5 chapters
Available documentPDF and MS-word format


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