“Although Total Quality Management has proven to be an effective process for improving organizational functioning, its value can only be ensured through a comprehensive and well thought out” (Packard, 1995). Implementing TQM requires large-scale changes. Change can be difficult in a culture where patterns are ingrained. However, the company's survival depends on change. The change focuses not only on the customer but also on the entire culture of the organization, its belief systems and decision-making processes. Changes made according to a plan are usually successful. How does the traditional method differ from TQM? In the traditional approach the objectives are short term. They are looking for immediate reward. Total quality is focused on long-term goals, prosperity and competitiveness in the future. In the traditional approach, the importance of the customer has been neglected. In total quality, customer satisfaction is the number one priority. Without customers there would be no business. In the traditional context, an employee's potential is underestimated. Managers don't realize that the employee knows best about the processes they work with on a daily basis. In total quality, employees are involved and empowered. The traditional approach believes that high quality equals high costs. In total quality, high quality equals lower costs and more business. The traditional approach views management as authorities rather than leaders. Supervisors do not have adequate training. In total quality, managers are trained to be effective leaders, to motivate, value and respect employees. It's important to understand the big picture. Before TQM is implemented, elements must be… middle of paper… product that fits customer needs is part of the planning process. To do this, you can hypothesize customer needs and then develop an information gathering plan and then collect the information. The results should be analyzed and verified for validity. Based on the findings, changes can be made to the product. Customer feedback can also be used to make product improvements. Works Cited Goetsch, D. & Davis, S. (2013). Quality Management for Organizational Excellence, Introduction to Total Quality, Seventh Edition. Published by Pearson Education, Inc. Packard, T. (1995). TQM and organizational change and development. Total Quality Management in Social Services: Theory and Practice, Albany, NY: Rockefeller College Press. Retrieved May 24, 2014, from: http://www.citehr.com/24395-tqm-organisational-change-development.html#ixzz32eT0vXJ3