Basics: -- The message of quality -- Why quality? -- The four quality imperatives -- The origins of the quality movement -- The contributions of Deming, Shewart and Juran -- The growth of interest in quality -- Quality:  The idea of quality -- Quality as an absolute -- The relative notion of quality -- Two concepts of quality -- The consumer’s role in quality -- Quality control, quality assurance and totalquality -- The educational product -- Service quality -- Education and its customers -- TQM: -- TQM—some misconceptions -- Continuous improvements -- Kaizen -- Changing cultures -- The upside-down organization -- Keeping close to the customers -- Internal customers -- Internal marketing -- Professionalism -- The quality of learning -- Barriers to introducing TQM -- Gurus: -- Edwards Deming -- Joseph Juran -- Philip Crosby—Quality is Free -- Tom Peters -- Kaoru Ishikawa -- Kitemarks: -- ISO9000 -- Investors in People UK -- The Deming Prize (Japan) -- The Malcolm Baldrige National Quality Award(United States) -- The European Quality Award -- Organization -- Institutional life-cycle theory -- TQM organizations -- Lean form, simple structure -- Leadership: -- The educational leader -- Communicating a vision -- The role of the leader in developing a qualityculture -- Empowering teachers -- Teamwork: -- The importance of teamwork in education -- Teams—the building blocks of quality -- Team formation -- The effective team -- Quality circles -- Knowledge: -- What is knowledge management? -- What happens if we ignore our knowledge base? -- What is knowledge? -- Implications for managers -- Sharing knowledge -- Communities of knowledge -- Knowledge of creation -- Learning conversations—learning from tacitknowledge88 Knowledge and kaizen -- Tools: -- Brainstorming -- Affinity networks -- Fishbone or Ishikawa diagrams -- Force-field analysis -- Process charting -- Flowcharts -- Pareto analysis -- Career-path mapping -- Quality function deployment -- Benchmarking: -- What is benchmarking? -- Learning from the best -- Internal benchmarking -- Functional/competitive benchmarking -- The educational travel club -- Generic benchmarking -- How to set up a benchmarking exercise -- Planning a benchmarking exercise -- The benefits of benchmarking -- Are there any drawbacks to benchmarking? -- Measurement: -- Why measure educational quality? -- Why value-added? Budgeting: -- Linking budgetary delegation to TQM -- The neglect of the budgetary dimension -- The link between empowerment and delegatedbudgets -- How delegated budgets can aid qualityimprovement -- Resource allocation models -- Links to case-loading -- Concluding issues -- Strategy:-- Strategic quality management -- Vision, mission, values and goals -- Market research -- SWOT analysis -- Moments of truth -- The strategic plan -- Developing long-term institutional strategies -- Business and operating plans -- The quality policy and the quality plan -- The costs and benefits of quality -- The costs of prevention and failure -- Monitoring and evaluation -- Framework: -- Quality frameworks -- Components of a quality framework -- Applying the framework -- Self-assessment: -- What is self-assessment? -- Using a self-assessment checklist -- Constructing the action plan -- The self-assessment quality indicators -- The grading scale -- Self-Assessing Educational Institutions—aninstrument for self-auditing148Bibliography -- Index