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6. Views human resource management as the main partner for quality 7. Expects that managers at all levels, provides positive, dynamic leadership in order to foster an environment for quality management Value added analysis Bench marking Outsourcing Statistical quality control TQM Tools Speed ISO 9000 ISO 14000 for Environmental performance Just in Time (JIT) Training Why TQM? Ford Motor Company had operating losses of $3.3 billion between 1980 and 1982. Xerox market share dropped from 93% in 1971 to 40% in 1981. Attention to quality was seen as a way to combat the competition. Emergence of TQM / Continuous Improvement TQM & Prof. Edward Deming • William Edwards Deming was an American statistician, professor, author, lecturer, and consultant …perhaps best known for his work in Japan and with Ford Motor Co. • From 1950 onward, he taught top management how to improve design, product quality, testing and sales • Deming is regarded to have transformed Japan into an economic superpower in the post world war 2 nd by significantly improving their product quality. Deming’s Rolling Wheel / Ball 26
Deming’s Cycle P (Planning): Emphasis on working out what is needed to reach a very specific target outcome…designed to improve procedures. (D0): Involves trying out the process that has been planned in a practical setting…done on as small a scale as possible C (Check)/Study: Assessing or measuring the results and then comparing them to the expected outcomes to detect any differences. A (Act): First analyzing the differences between the expected and actual outcome…idea is to assess what changes need to be made to rectify this and then carry out these changes Deming’s 14 Key Principles 1. Create consistency of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs. 2. Adopting the philosophy of cooperation (win-win), helps everybody to win and put it into practice by teaching it to employees, customers and suppliers. 3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building in-built inspection process for maintaining quality. 4. Employers are suggested not just to look for short term cost advantages rather they should work to minimize costs in the long run. 5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs. 6. Institute training on the job regularly to update employees skills and knowledge in the changed situation. 7. Institute leadership to adopt and manage skills, abilities, capabilities and aspiration of people. Leaders in the organization must concentrate on helping people for better job. 8. Drive out fear and develop trust so that everyone may work effectively for the company 9. Break down barriers between departments since people in research, design, sales, and production must work as a team to foresee problems of production and in use that may be encountered with the product or service. 10. Eliminate slogans, exhortations, and targets for the workforce asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. 11. Eliminate numerical since only numerical goals and quotas can not work. Concept of MBO is important to substitute leadership 27
Page 1 and 2: Ecotourism Resource Person: Shreeka
Page 3 and 4: Tourism Products & Activities Na
Page 5 and 6: General Requirements for Eco touris
Page 7 and 8: • Annapurna in June 1950 & Mt. Ev
Page 9 and 10: • Man is only perceived as the us
Page 11 and 12: • Harmony - Leopold, • Spiritua
Page 13 and 14: The evolving role of protected area
Page 15 and 16: • Key stakeholders: Government/pr
Page 17 and 18: Unit 2: Ecotourism Policy, Organiza
Page 20 and 21: PAs - Tourism activities relationsh
Page 22 and 23: The median flush distance and the s
Page 24 and 25: Ecotourism enthusiasts are mostly p
Page 28 and 29: 12. Remove barriers. It is the prin
Page 30 and 31: • Leisure activities : goods, fac
Page 32 and 33: Socio-economic Impact of Tourism
Page 34 and 35: • Responsible travel to natural a
Page 36 and 37: Service Marketing Mix Marketing Mix
Page 38 and 39: Ecotourism Management and Developme
Page 40 and 41: • Eco-labels may focus on certain
Page 42 and 43: • A strong consensus has develope
Page 44 and 45: Many stakeholders have interests in
Page 46 and 47: • Benefit to local community •
Page 48 and 49: • It provides a first-hand encoun
Page 50 and 51: 6.2 Sustainable tourism development
Page 52 and 53: • Taking a stroll through a rainf
Page 54: • Devolution and decentralization

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