Lifelong learning and the need of designing and implementing an educational subsystem in Macedonian companies
The education of the employees in each instance of company comes wiith the purpose to gain competences and experience in order to realize every business process in accordance with the requests of the products/ services, legal obligation and competitiveness criteria, as well as with the appointing of the employees requests, and all that with the intention to achieve quality where it is necessary to involve everyone in their own field.
In this paper the following inputs are being given in order to get a clear picture if Macedonian companies are keen on to learning and stimulating the individual and collective learning as to improve the results in general.
According to the given results in the research, it is stated that Macedonian companies do not care about the quality, insufficiently pay attention to the continuous education, make small investments in the innovations and over all, the quality system is built in a very small number of companies.
In this paper the following model for a successful designing and implementing of the educational system as a subsystem of the house of quality is suggested. This methodology is integral and universal meaning it is applicable to all companies and institutions.
Without a given training about TQM (Total Quality Management) philosophy and a continued education provided firstly to the managers and further on to all the employees, the TQM strategy could not be implemented as well as the benefits that come with the quality system.
All the above is imposing a stronger systematic effort where the bases lay in: strong leadership (new style of the top management, realistically grounded market vision, politics and strategy and systematic orientation and business moral that will gain back the confidence between the management and the employees), staff participation (efficiency and cooperativeness in the teamwork that will not stifle the creativity and the individualism).
Sh. Shoji, (1997). Evolution of Quality from Control to Breakhrough TQM, Vol. 1, 41st EOQ Congress, Trondheim, Norway, pp.13-14.
J. M. Juran, (1974). Quality control handbook, London: McGraw-Hill,
J. E. H. McHenry, G. C. Husvik, (1997). Continuous Improvement and Types of Learning in Organisaions, Vol.1, 41 st EOQ Congress, Trondheim, Norway, pp. 103.
The EFQM, (1999).Excellence Model Changes, pp. 6-29.
V. V. Chaalam, (1987). Adaptive Control Systems, Techniques Applications, Marccel Dekker, Inc. New York, pp.65-70.
Е. Mitreva, (2010). Integral methodology for designing and implementing a TQM system within companies, PhD Dissertation, Skopje.
B. Roca, (2002). Menadžment trgovinskih preduzeća, Univerzitet u Novom Sadu, Ekonomski fakultet u Subotici, pp. 37-301.
V. Vujić, (2004). Menadžment ljudskog kapitala, Sveučilište u Rijeci, Fakultet za turistički i hotelski menadžment Opatija, Rijeka, pg.35.
L. Edvinsson, (2003). Korporacijska longituda: navigacija ekonomijom znanja, Differo, Zagreb, str. 17.
K. Mertins, P. Hersing, J. Vorbeck, (2004). Knowledge management, Berlin, pp.5.
V. Chepujnoska, (2009). Quality Management –Theory, Science and Practice, Faculty of Metallurgy, Skopje, pp.120-137.
N. Živanović, (1996). Obrazovanje – značajan element u konceptu totalnog upravljanja kvalitetot (TQM), Total Quality Management, 24 3-4
P. Drucker, (1995). Post kapitalističko društvo, Grmeč-Privredni pregled, Beograd, 1995, pg.10- 112, (9).
I. Adižes, (1994). Upravljanje promenama; moć uzajamnog poštovanja ipoverenja u privatnom i porodičnom životu, poslu i društvu, 2. izdanje, Grmeč-Privredni pregled, Beograd; Adižes menadžment konsalting, Novi Sad, pg 7-9.
S. Drew, P. Smith, (1995). The learning organization: “change proofing” and strategy, The Learning Organization, Vol. 2, No. 1, 7
A. Mumford, (1996). Creating a learning environment, Journal of Professional Human Resource Management, Vol. 4, July, 27
P. Senge, (1990). The Fifth Discipline, Doubleday, Garden City, NY, pp. 37.
J. S. Oakland, (2003). T.otal Quality Management, Text with cases, 3rd Edition, Elsevier Butterworth-Heinemann, Oxford, Burlington, pp. 319.
H. S. Harung, (1996). A world-leading learning organization: A case study of Tomra
Systems, Oslo, Norway. The Learning Organization: an International Journal, Vol. 3, No. 4, 22-34
Copyright (c) 2016 Dr.Sc. Elizabeta Mitreva
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (SeeThe Effect of Open Access).