Standards Of Top Management Commitment

Top Management Commitment: What Are The Standards 

Top management commitment is regarded as essential to management initiatives. Yet, the meaning of this commitment is not so straightforward. [1] Measures of top management leadership for quality and board leadership for quality showed significant, positive relationships. [2] Top management teams make strategic decisions, and the products of their decision making influence organizational performance. [3] The literature on many different types of management programs says that effective program installations depend on the level of top management commitment: The stronger the commitment, the greater the potential for program success. [4] External pressures for social performance encourage easily decoupled processes but that top management commitments can encourage both easily decoupled and integrated processes. [5]

Top management facilitates employee empowerment and improved levels of job satisfaction through its leadership and commitment to the Total Quality Management (TQM) goal of customer satisfaction by creating an organizational climate that emphasizes total quality and customer satisfaction. [6] As for right over top management commitment, that is to provide a sense of enlightenment to the managers who are the leaders of different zones in an organization. The directorates authority is to pay employer fully dues and to get a positive respond from the employees, and they have to make sure that the employees may not remain ignorant for their complications and instruct them in behaviorism that top-level may act upon.

Firms with high top management commitment produce high quality products despite variations in individual constructs, and that in firms with low top management commitment four other constructs, i.e. customer focus, supplier quality management, empowerment, and internal quality information usage, are primary predictors of product quality. [7]

Top managers need to have more conceptual skills than technical skills. They understand how competition, world economies, politics, and social trends affect organizational effectiveness. Unfortunately, their obligations don’t end up here. For positive output there are more responsibilities of the directorates. Top managers' cognitive perspectives, as reflected in a team's demographic characteristics, are linked to the team's propensity to change corporate strategy. [8] Top management support is positively associated with better time-based performance, design quality, and financial performance on the whole. [9]

So, what we have concluded is that top management responsibilities are to counsel their employees. Pay employees dues fully and make sure that the employees may not remain ignorant for their complications; instruct them in behaviorism that top-level may act upon. For employees’ rights over the top management is to consummate the obligations and allegiance towards the management they are working in. Employees should be well-wishing in the presence or in absence of management. They should respond positively towards the management when they call them and be obedience when they order.

References:

  • [1] Mackness, John. "Top Management Commitment?." Achieving Competitive Edge Getting Ahead Through Technology and People. Springer London, 1991. 167-171.
  • [2] Weiner, Brian J., Stephen M. Shortell, and Jeffery Alexander. "Promoting clinical involvement in hospital quality improvement efforts: the effects of top management, board, and physician leadership." Health services research 32.4 (1997): 491.
  • [3] Amason, Allen C. "Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams." Academy of management journal 39.1 (1996): 123-148.
  • [4] Rodgers, Robert, John E. Hunter, and Deborah L. Rogers. "Influence of top management commitment on management program success." Journal of Applied Psychology 78.1 (1993): 151.
  • [5] Weaver, Gary R., Linda Klebe Trevino, and Philip L. Cochran. "Integrated and decoupled corporate social performance: Management commitments, external pressures, and corporate ethics practices." Academy of Management Journal 42.5 (1999): 539-552.
  • [6] Ugboro, Isaiah O., and Kofi Obeng. "Top management leadership, employee empowerment, job satisfaction, and customer satisfaction in TQM organizations: an empirical study." Journal of Quality Management 5.2 (2000): 247-272.
  • [7] Ahire, Sanjay L., and K. C. O’shaughnessy. "The role of top management commitment in quality management: an empirical analysis of the auto parts industry." International Journal of Quality Science 3.1 (1998): 5-37.
  • [8] Wiersema, Margarethe F., and Karen A. Bantel. "Top management team demography and corporate strategic change." Academy of Management journal 35.1 (1992): 91-121.
  • [9] Swink, Morgan. "Technological innovativeness as a moderator of new product design integration and top management support." Journal of Product Innovation Management 17.3 (2000): 208-220.
  • [9] Swink, Morgan. "Technological innovativeness as a moderator of new product design integration and top management support." Journal of Product Innovation Management 17.3 (2000): 208-220.
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