Combating corruption in the developing world Essay

Combating corruption in the developing world - Essay Example Numerous studies have shown that corruption is deep- rooted in most of the developing countries. Most developing countries have mechanisms that encourage the spread of corruption thus making it normal practice in these countries to an extent that those opposed to it are punished. In spite of this complacency, the developing countries have witnessed the impacts of corruption and are fully aware of t its negative effects in the long- run economic progress of a country. As a result, they have taken several measures to reduce or possibly eliminate corruption in their countries. More developing countries have expressed their resolve to combat corruption especially in response to international pressure and initiatives. However, despites notable efforts made there have been minimal real progress recorded in most of developing countries. It is against this background that it is important to discuss the effectiveness of specific policies in combating corruption in developing countries. In order to fight corruption, developing countries have formulated a variety of policies

The Concept of Total Quality Management Essay Example | Topics and Well Written Essays - 1500 words

The Concept of Total Quality Management - Essay Example One example of such organizations with ideal TQM environments was Xerox under the leadership of David Kearns, who served as its CEO from 1982 to 1990. What Kearns did for the downward spiraling company became a landmark in the history of quality management. Henceforth, this essay will endeavor to examine Kearns’ role as a quality leader in Xerox, his management approach and the applicability and certain processes of such approach, and finally, the issues that followed Kearns’ administration. David Kearns’ assumption as Chief Executive Officer (CEO) in 1982 was not without eventualities. Before bringing quality into the forefront of management, Kearns had to confront â€Å"skepticism and resistance† (Pfeffer, 1992, p.317). There was already a fixed mindset among top managers that Xerox was a world-class corporation and therefore need not change. Kearns said of his time as a leader: â€Å"One of the main things I learned at Xerox is that radical change in any organization is incredibly painful. In the language of change theorists, we were moving between several different states† (Kearns & Harvey, 2000, p.79). When statistics finally provided evidence of the company’s bad performance, Kearns and his management team formulated an integrated bottom-up and top-down TQM approach focused on increasing customer satisfaction and striking a balance between quality processes and quality outcomes. The approach was governed by the Leadership through a Quali ty policy which revolved around four areas or goals where quality must be directed: customer, employee, the business, and process. This holistic policy â€Å"radically changed† Xerox’s business outlook. Throughout the whole ordeal, Kearns’ thought of himself as the â€Å"captain of a sinking ship.† When he became CEO, he believed Xerox was already on the brink of going under due to unsolved internal and external problems  (Novgorod State University, n.d.; Kretchmar, 1992).