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Total Quality Management (TQM) : Stress and Human Performance
By Enugala Manohar

First Published : 2012
ISBN : 9788177083026
Pages : 206
Binding : Hardbound
Size : 5 x 9
Price : US$ 35

Organizational stress has become a crucial challenge for contemporary business undertakings. There is adequate empirical evidence which indicates a strong correlation between organizational stress and total quality management (TQM).

TQM programmes had their origins in the US companies in the 1980s in response to the competitive onslaught of Japanese companies in the automobile and electronics industries. Companies in many other industries quickly followed suit, as did the consulting firms to help companies adopt TQM. TQM is viewed as the continuous improvement of work processes to enhance an organization’s ability to deliver high quality products/services in a cost-effective manner. It typically involves a number of interventions like identification of customer requirements, cross functional teams, selection of suppliers based on quality, and use of a variety of technical (scientific) methods to enhance analysis and process management methods. TQM also involves a multiple stakeholder philosophy which values community, customers and employees equally. Implicit in this philosophy are values of teamwork and collaboration.

There is little doubt that when implemented properly, TQM can have a dramatic impact on the performance and culture of an organization.

1. Management of Stress in Organisations
1.1 What is Stress?
1.2 Pressure and Stress
1.3 Stress is an Imprecise Term
1.4 Anxiety
1.5 Engineering Approach to Stress
1.6 Physiological Approach to Stress
1.7 Psychological Approach
1.8 Role of Anxiety in Stress
1.9 Role of Stress and Stressor
1.10 Characteristics of Stressor
1.11 Causes of Stress
1.12 Job Conditions Leading to Stress
1.13 Potential Sources of Stress
1.14 Symptoms of Stress
1.15 Long-term Effects of Stress
1.16 Effects of Work Stress on Organizations
1.17 Workability and Coping
1.18 Coping Taxonomies
1.19 Coping as Problem Solving
1.20 Prevention of Work Stress
1.21 Three Ways of Dealing with Stress
1.22 Managing Stress
2. Total Quality Management Techniques
2.1 What is Total Quality Management?
2.2 Origin of TQM
2.3 How to Learn to Know?
2.4 Learning to Do
2.5 Learning to Be
2.6 Continuous Improvement as a Life Style
2.7 Loyalty and High Expectation as TQM Life Style
2.8 Role of Quality Circles in Total Quality Management
2.9 Conclusion
3. TQM for Managing Stress
3.1 Introduction
3.2 Work and Health in Developing and Developed Countries
3.3 Statistical Evidence on Stress in India
3.4 Select Review of Literature
4. Impact of Stress on TQM
4.1 Good Stress
4.2 Stress and Performance
4.3 Stress and Job Satisfaction
4.4 Stress and Decision-making
4.5 Assessing the Risk at Work
4.6 Essential Steps in Risk Management
5. Case Studies
5.1 Importance of Case Study Method
5.2 Case One: Mr. Madhu
5.3 Case Two: Mr. Rajan
5.4 Case Three: Mr. John
5.5 Case Four: Mr. Shareef
5.6 Case Five: Mr. Narain
5.7 Case Six: Mr. Dinesh
5.8 Conclusion
5.9 Suggestions
Appendix: TQM at National Thermal Power Corporation (NTPC)



Dr. Enugala Manohar is a faculty member, Department of Commerce and Business Management, Satavahana University, Karimnagar, Andhra Pradesh. He did his M.Phil. and Ph.D. from Kakatiya University. He has published a number of articles in leading journals. He has participated and presented papers at various national and international seminars/conferences including Advanced Leadership Seminar in Hawaii, USA from June 10 to July 5, 2007.

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