A national survey of five agencies in each state shows that total quality management (TQM) is being used to some degree in 58 percent of state agencies. However, half of these efforts are less than two years old, and many agencies report only a few applications. The most important reasons for implementing TQM are budget pressures, increasing employee productivity, and state strategic planning activities. Agency directors play a significant role in bringing about TQM. This article offers a strategy for TQM implementation.
SLGR is a research journal that provides a forum for the exchange of ideas among practitioners and academics that contributes to the knowledge and practice of state and local government politics, policy, and management.
Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com
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State & Local Government Review
© 1994 Carl Vinson Institute of Government, University of Georgia
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