ABSTRACT
This chapter describes highlights of the chronology of the University of Maryland’s total quality (TQ) design and implementation process, and the lessons university administrators have learned about features that help or hinder the change process. With committed leadership, TQ enables the top management team to systematically control the agenda for change, and it provides a philosophical framework and structure that can reach and propel uniform change across all parts of the university. In 1990, the president—prompted by effusive first-hand reports of private sector successes with Total quality management —decided to examine the potential for similar applications in the university. The primary TQ planning group is the campus “Continuous Quality Council,” chaired by the president, with the participation of all vice-presidents and representatives from key internal and external customer groups. There are many parallels between TQ culture change processes in industry and in higher education.
