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MED Netters,
I concur with John Naman's point. To out it
very succinctly, TQM pertains to ensuring an adequate implementation
of one's strategy. Prior to that (logically at least, if not
strickly chronologically), one has to figure out how to devise a
sensible strategy regarding one's product lines, their positioning,
its sustainability, its environmental impact, etc.
There is more to upper-level managing than TQM.
These considerations need input from economics, strategic management,
decision theory, optimization theory, etc., in addition to marketing,
sociology, psychology and organizational behavior, to name some of
the requistes.
Will Acar

**************************
Will(iam) Acar
Grad. School of Management
Kent State University
Kent OH 44242
wacar@bsa3.kent.edu 330-672-2750 x305

Ken Miller, Instructor of Health Services Management and Business said,
"Virtually all that we do today in business has its roots in TQM. We may have
changed the name, but at its core it is still TQM."

I propose that the set of all businesses that "all they do" has with roots in
TQM constitute a set of really bad mistakes. While quality and TQM may be
necessary, they are NOT sufficient. There is a lot more to "do" in business
that has roots elsewhere, such as psychology, economics, and technology
(albeit not a mother discipline).

--
Prof. John Naman Katz Graduate School of Business, University of Pittsburgh