Managing quality policy and projects in a university

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Abstract
A UK university's commitment to apply total quality management (TQM) principles to all its areas of operation over a period of years is being worked out through a quality statement which focuses on organizational culture, and through a number of tangible projects initiated by a steering group. One of the administratively oriented projects, on student admission processes, is detailed. Conclusions are suggested about organizational culture, TQM project operation and implementation. In particular, the problems are: operating TQM projects in a culture which has not yet been changed; involving in the project teams those who provide the services; tangled lines of responsibility and budgets in a project crossing organizational functions; not being able to consider within the organization all proposals as the team's work progresses; embedding the continuation of the work; the project leader having the time or the remit to promote the team's recommendations with the line managers who need to be convinced; time and other resources to undertake the task at a reasonable pace.

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