ncludes (1) employee involvement, (2) focus on the customer, (3) benchmarking, and (4) continuous improvement. This seems like another interpretation of the new management paradigm, as evident by the first part, employee involvement. TQM assumes that the input and involvement of employees is one of the main parts of providing customer satisfaction, which is the goal of any organization, chaos or not.Which leads to focus on the customer. This is a departure from the old focus on profits. In the old paradigm, profits were the measure of success. Now, as we globalize, it is more important to adapt to a variety of needs and desires of a broader base of customers. Benchmarking is setting a standard. This seems like an idea of the old paradigm, i.e. what was good enough yesterday is good enough today. This is not true, although benchmarking is vital as a measure of where not to fall below.This brings us to the fourth part, which is continuous improvement. What was good enough yesterday is NOT good enough today. This should apply to individuals as well as businesses. New benchmarks must be set for success in the chaotic atmosphere. 5.The concept of virtual corporation is the icing on the cake for ideas such as globalization and interdependence. Buy a personal computer and you will see a manifestation of a virtual corporation. 20 years ago, IBM, more or less, made the whole computer (chip, software, harware, etc.) Now when you buy, for example, a new Dell system, you may get a Sony monitor, Microsoft Keyboard, mouse, and operating system, Intel Chip, and a cannon printer. The idea is that Dell focuses on manufacturing the computers. They leave the speed of the chip and the clarity of the monitor to Intel and Sony, respectively. This results in a much more efficient corporation which isn’t “spread too thin”. It also results in a better product, and more profits for more companies, fueled by high customer sati...
