Total Quality Management, the Learning Organisation and Post‐compulsory Education

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Abstract
The turbulence confronting educational Institutions In the United Kingdom has led to the suggestion that any attempt to respond using established management principles and processes is likely to be dysfunctional. Total quality management (TQM) has been advanced as a strategy that will enable educational institutions adapt to the greater market orientation and transform them into learning organisations. The paper identifies the key principles of TQM, critically reviewing the literature that examines their application in education and focusing on the post‐compulsory sector. Secondly, selected linkages between the key principles and other approaches to the study of organisational behaviour, including aspects of open systems theory, leadership, teamworking, training and staff development, and organisational culture, are examined. The concept of the learning organisation is outlined and its relationship with TQM examined. The paper concludes that TQM treats organisational change issues in educational institutions and the concept of the learning organisation as unproblematic, Ignoring Issues of power, authority, resistance to change and double‐loop learning.

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