Total Quality Management (TQM) adoption as a tool for management has become the norm rather than the exception for most organizations and companies in this 21st century. Indeed, this practice is not only desirable, but also encouraged as it significantly raises the standards of corporate governance. It also ameliorates customer satisfaction and promotes high productivity (Bagad, 2008). Therefore, the adoption of the TQM by the correctional department could not have come at a better.
In order to implement some of the effective TQM tools, the senior warden of a prison facility must be committed to the reform process. This is because these changes demand the highest form of discipline in terms of adherence to practice, especially during the nascent period of implementation. First and foremost, the warden must ensure that organizational and personal learning is implemented. This means that all stakeholders and critical office holders receive cardinal education about the reforms. The warden must also be ready to provide visionary leadership that would illuminate the way for his facility (Welch, 2013). His officers and inmates must be able to identify an ultimate objective from the intentions of the warden. The warden should also inform himself of the cardinal role that the prison facility ought to play within the society. The social responsibility of the prisons’ system must be internalized. For example, one must understand that prisons are established to punish, to reform and to rehabilitate offenders. As a body corporate, the facility can carry out some functions to improve society. These include clearing bushes, construction of roads or providing the society with any other help needed. More significantly, the warden will be focused on delivering results and creating value form the services offered by his prison facility (Welch, 2013).
Bagad, V. (2008). Total Quality Management. New York: Technical Publications.
Welch, M. (2013). Corrections: A Critical Approach. New York: Routledge.