Students are most definitely customers. We pay don’t we? And isn’t that one of thedefinitions of a customer: “Someone who pays for a service”? We pay the university forthe service of teaching classes, so we can attend the classes and earn a degree. (Denning)
The total quality management (TQM), born in the 1930s among the management circlesin the United States and nurtured in post World War II Japanese business and industrialcommunities, has spread rapidly through higher education in various parts of the worldduring the past decade. There is no single theoretical formalization of TQM, but the
Students are most definitely customers. We pay don’t we? And isn’t that one of the
definitions of a customer: “Someone who pays for a service”? We pay the university for
the service of teaching classes, so we can attend the classes and earn a degree. (Denning)
The total quality management (TQM), born in the 1930s among the management circles
in the United States and nurtured in post World War II Japanese business and industrial
communities, has spread rapidly through higher education in various parts of the world
during the past decade. There is no single theoretical formalization of TQM, but the
American quality gurus, Deming and Juran, and the Japanese writer, Ishikawa, provided aset of core assumptions and specific principles of management which can be synthesizedinto a coherent framework.… TQM is a business discipline and philosophy ofmanagement which institutionalizes planned and continuous business improvement. Thereal test of quality management is its ability to satisfy customers in the marketplace.(310)
American quality gurus, Deming and Juran, and the Japanese writer, Ishikawa, provided a
set of core assumptions and specific principles of management which can be synthesized
into a coherent framework.… TQM is a business discipline and philosophy of
management which institutionalizes planned and continuous business improvement. The
real test of quality management is its ability to satisfy customers in the marketplace.
(310)
American quality gurus, Deming and Juran, and the Japanese writer, Ishikawa, provided a
set of core assumptions and specific principles of management which can be synthesized
into a coherent framework.… TQM is a business discipline and philosophy of
management which institutionalizes planned and continuous business improvement. The
real test of quality management is its ability to satisfy customers in the marketplace.
(310)
Business, typically speaking, is product oriented, although the product is often thedelivery of a service. Education, by contrast, is process oriented in that it ideally seeks totrain people to continue to educate themselves. Thus, a high quality experience oroutcome can really only be assessed well over time and in multiple ways. Consumersengage in many discrete transactions, always with an identifiable product or serviceabout which they can say, “I bought this.” However, when seeking an education, studentsdo not buy a specific product or service external to themselves, except for books andsupplies. Further, the quantifiable results of education--salary earned, positionsobtained, rewards gleaned--are not the only objectives here. Rather, our studentscontract with us to be challenged and to exceed their previous intellectual limits. Unlikeconsumers, students never really get an education. They, like all of us, are involved in theprocess of becoming wiser. (Cheney, McMillan, and Schwartzman)
Satisfying learners often runs counter to the conditions necessary for learning becauselearning often involves some discomfort, disequilibrium, and challenge. Students learnthrough the cognitive conflicts that occur when they face new points of view, newinformation, and new perspectives. Students learn when they are encouraged to reflectactively on the information that is unfamiliar and initially illogical or even threatening. Insuch situations, the dynamic tension created between the known and the new causesnew thinking, analysis and reevaluation. (Tasie, 312)
Business, typically speaking, is product oriented, although the product is often the
delivery of a service. Education, by contrast, is process oriented in that it ideally seeks to
train people to continue to educate themselves. Thus, a high quality experience or
outcome can really only be assessed well over time and in multiple ways. Consumers
engage in many discrete transactions, always with an identifiable product or service
about which they can say, “I bought this.” However, when seeking an education, students
do not buy a specific product or service external to themselves, except for books and
supplies. Further, the quantifiable results of education--salary earned, positions
obtained, rewards gleaned--are not the only objectives here. Rather, our students
contract with us to be challenged and to exceed their previous intellectual limits. Unlike
consumers, students never really get an education. They, like all of us, are involved in the
process of becoming wiser. (Cheney, McMillan, and Schwartzman)
Satisfying learners often runs counter to the conditions necessary for learning because
learning often involves some discomfort, disequilibrium, and challenge. Students learn
through the cognitive conflicts that occur when they face new points of view, new
information, and new perspectives. Students learn when they are encouraged to reflect
actively on the information that is unfamiliar and initially illogical or even threatening. In
such situations, the dynamic tension created between the known and the new causes
new thinking, analysis and reevaluation. (Tasie, 312)
Students speak about how lecturers should be responsible for capturing and holdingtheir interest. While lecturers have a clear responsibility to offer appropriate guidanceand support and to present their material in interesting and pedagogically sound ways,there is a passivity implied in some of the students’ responses that raises questions abouthow students are seeing themselves as learners. (White 599).
… with the business model comes this seemingly inexorable need to ‘get faster,’ resultingin a form of temporal disjunction between competing educational models. The businessideal, with its customer orientation, calls for constant change and rapid response,resulting in an educational sector that is ‘[o]bsessed by cultivating the ability to stay ontop of the latest trends.’ Lasch points out that under such circumstances practitioners‘find it difficult to imagine a community of learning that reaches into both the past andthe future and is constituted by an awareness of intergenerational obligation.’ Educationis divested of its heritage and revalued; it is deemed useful only in as much as it canrespond to the business needs of the moment. (Love 21)
Students speak about how lecturers should be responsible for capturing and holdingtheir interest. While lecturers have a clear responsibility to offer appropriate guidanceand support and to present their material in interesting and pedagogically sound ways,there is a passivity implied in some of the students’ responses that raises questions abouthow students are seeing themselves as learners. (White 599).
… with the business model comes this seemingly inexorable need to ‘get faster,’ resultingin a form of temporal disjunction between competing educational models. The businessideal, with its customer orientation, calls for constant change and rapid response,resulting in an educational sector that is ‘[o]bsessed by cultivating the ability to stay ontop of the latest trends.’ Lasch points out that under such circumstances practitioners‘find it difficult to imagine a community of learning that reaches into both the past andthe future and is constituted by an awareness of intergenerational obligation.’ Educationis divested of its heritage and revalued; it is deemed useful only in as much as it canrespond to the business needs of the moment. (Love 21)
Works Cited
Works Cited