Nicholas Kingsley Graham, Yarhands Dissou Arthur and Duke Peprah Mensah
Most of the total quality management (TQM) programmes implemented in the printing industry fail to produce the intended benefit, because of the view that quality achievement is…
Abstract
Purpose
Most of the total quality management (TQM) programmes implemented in the printing industry fail to produce the intended benefit, because of the view that quality achievement is workers responsibility. The purpose of this paper is to examine the role management plays in the implementation of TQM programme in the Ghanaian printing firms.
Design/methodology/approach
The study employed mixed method in gathering relevant data. A cross-sectional survey questionnaire was given to 145 managers of registered members of Ghana Printers and Paper Converters Association, Southern Sector to assess the role management plays in TQM programme. Key informant interview was conducted among ten randomly selected production managers of printing firms to complement the survey data.
Findings
The study finds out that organizational performance (OP) is not significantly influenced by the level of commitment of top management in a printing organization. Rather OP is greatly influenced and determined by leadership styles of management and the quality policy which guides printing operations.
Practical implications
The Ghanaian printing industry can ensure better OP by considering the kind of leadership style exhibited in the firm and develop quality policy to guides printing operations and activities. No matter the level of commitment of organizational resources, if it is not back by a good leadership style and a quality policy, TQM initiative will not yield the intended result.
Originality/value
The study presents managerial issues and practices critical for successful TQM programme in the Ghanaian printing industry.