Editor’s Note: The following are anecdotal comments made by some of the respondents to the M-Quality awareness survey
“The U-M has thrown a number of concepts and ‘buzz words’ at employees over the past few years (diversity, communication, team-work, quality, customer service, etc.). While they’re important at the time of ‘implementation,’ they seem to fade away within six to 12 months at the department level! Staff members see these ‘concepts’ as passing fads. … Will M-Quality be any different?”
“The University has previously been successful in implementing programs that have positive influence on its employees and the community. People want to be able to take pride in their work and feel that they are making a difference.”
“Every once in awhile, it appears Executive Officers make a decision using a process contrary to the guiding principles of M-Quality. (The process is contrary; not necessarily the decision). This results in a significant setback in M-Quality and the culture needed for its success.”
“There seems to be no consistency in departments. Supervisors need more M-Quality training and practice themselves before employees can follow.”
“My supervisor is against it because she thinks it will eliminate her position. With that attitude, I do not see how there could be a positive impact.”
“We have addressed two problem areas in our department using M-Quality concepts. I felt that the problem-solving process went well. We are waiting to see if the solutions we enacted will benefit our department. There are still many other issues we need to tackle.”
“…TQM principles in daily life and in the day-to-day meetings and work of my unit have been great and have yielded quality and more efficiency.”
“I think the idea behind M-Quality is very good. Having been on a team and presently being involved in an implementation group, I know the countless hours that are involved. It is very difficult at times to fit that in with job duties, which is a drawback, particularly when you work in a very hectic and overworked department. So the whole concept is good, but the results are difficult to achieve.”
“I do not perceive much faculty buy-in on the program. Even if we in various support services are successful, without active faculty support and participation, it won’t really make a lasting cultural change or work as a training model for students seeing the results in action.”
“…I have always believed in helping where I can (even if it isn’t my job responsibility) and I work with many others who are the same way. Either you are willing to assist, maybe even go out of your way, or you are not. Total quality is either something you always practice or it is something you don’t think about. I believe it boils down to the do unto others…etc.”
“What I heard at the Orientation is common sense and common courtesy! Our department already practices ‘M-Quality’ (good communication) with each other.”
“My boss promoted the M-Quality Orientation last fall. I went and learned some interesting concepts. A month later a situation came up where M-Quality should have been used by my boss but was not. Because of this, I have no desire to learn any more about this until upper management learns to use this properly.”
“I expect to see a healthier work environment with greater employee participation. I expect to see University staff provide better quality service. I have not seen great changes in other departments at this point.”
“Information sharing, rational management decisions, better work coordination, staff input in project and policy decisions, better handling of conflict and other difficulty situations.”
“Decision-making at lowest rungs of organization, supported by highest rungs; higher-quality decisions; fact-based decisions, verifable positive impacts; continuous reevaluation of decisions/approaches; slow, time-consuming group decision-making—hopefully with top-quality decisions.”
“I expect to see happier employees.”
