Higher Education Environment

Tertiary education faces a new era as expectations for good quality education are increasing. Globalization and knowledge Society formed new conditions on the global economic and geopolitical scene, and led higher education ahead to new challenges which require a redefinition of its role. These challenges have created new opportunities, new collaborations and new ways of managing Higher Education Institutions. In response to the demand for higher quality products and services, a growing number of Higher Education Institutions worldwide are implementing Total Quality Management (TQM) and the Deming Management Method. The first chapter is designed to provide the reader an overview of the role of Higher Education Institutions and the implications of globalization and knowledge society on tertiary education. Furthermore, this chapter deals with the strategic challenges of Higher Education Institutions and their strategic response to those challenges, focused on Deming and Total Quality Management.

The Application of Deming's Management Method in Higher Education Institutions

The final chapter, indicates how Deming's philosophy could help the transformation of higher education institutions. Practical issues of the implementation of Deming's management method are presented such as: (a) leadership should focus on continuous improvement of the organization's products and services, (b) the new philosophy should be diffused to all employees, and (c) certain particular actions are needed in order to transform the organization through the contribution of all employees and other primary stakeholders. Furthermore, this chapter presents the actions to be followed, in order to: (a) educate and strengthen institution's employees and faculty and remove obstacles that hinder their constructive cooperation, and (b) promote practices that create a working staff environment, suitable for efficient and joyful work. Finally, the reader may find proposals to leadership regarding the improvement of organization's processes, effective cooperation with suppliers and the establishment of clear instructions to all parties involved, towards a common goal.

Higher Education Management

Over the last twenty years Higher Education Institutions have been subject to many changes with core elements the managerialism, the marketization, the audit and the corporatization. Tertiary education can be described as a complicated social system and for this reason it must be contemporaneous, innovative, open to changes and challenges, but also effective and efficient. The second chapter focuses on Higher Education Management components, such as: 1) Leadership appears to be the most significant factor of institutional excellence. 2) Strategic Planning helps Higher Education Institutions to be more flexible, farseeing, innovative and adaptive. 3) Marketing Management of universities can entice students, sponsors and research cooperations. 4) The effectiveness of a Higher Education Institutions depends on human resource satisfaction and on management of resources (ICT, financial, infrastructure, etc.). 5) Quality Management aims to constantly improve performance and increase customer satisfaction, and 6) Managerial activities such as measurement analysis and improvement help universities to formulate strategic plans and turn strategy into action.

Theoretical Underpinnings of Deming Management Method

Chapter 4 analyzes the 14 points of Deming's management method. More specifically, this chapter is structured into three subchapters, indicating that the 14 points of Deming's management method are included in three key areas of understanding. These are Deming on Leadership, Deming on People and Deming on Systems. The subchapter Deming on Leadership, presents leader's responsibility for introduction, dissemination and implementation of a continuous culture improvement in the organization. The subchapter Deming on People reveals the humanistic side of Deming's management method. It describes the strategies adopted by management, that will empower employees and create the necessary work conditions, which will make them feel joy and satisfaction for their jobs and the efficient operation of the organization. The subchapter Deming on Systems, deals with leadership's obligation to use statistics in order to continuously improve the organization's procedures and provide appropriate tools and precise instructions for staff and suppliers to ensure the viability of the organization.

Total Quality Management—Excellence—Deming Management Method

Higher Education Institutions worldwide, in order to enhance product and service quality and boost customer satisfaction, are replacing conventional management methods and systems with Total Quality Management (TQM). Higher education managers need to cultivate and sustain a quality culture within their institution emphasizing the following elements: (a) quality leadership, (b) student orientation, (c) employee empowerment, (d) teamwork, and (e) continuous quality improvement. Deming, furthermore, pointed out that the necessity of top management involvement, attention to the customers' needs, and the participation of all staff in the process of continuous improvement, were fundamental keys to corporate success. Chapter three presents a brief overview of the Deming Management Theory, the elements of a Quality and Excellence Culture and the theory of Total Quality Management, in order to help the reader understand why Deming and TQM have gained such popularity in the management community.