These concerns, alongside various others, gave rise to the breed of management called Total Quality Management.
 . . . . . .Total Quality Management (TQM) is a management system that aims to achieve the ultimate customer experience, whether meeting the expectation of the customers or going beyond what they anticipated (Dale, 1999). Dale (1999) expresses that in order achieve the goal of TQM, strong cooperation and involvement from the entirety of the company is needed. Thus, TQM requires active participation and synergy of all employees and focusing that synergy towards meeting the customers expectations and improving overall business processes. To attain improvement in the company, various researchers said that the key to improvement is constant upgrading and development (Goetsch & Davis, 1994). Management should not stop upgrading because all processes can still be improve and be better. Once they stop improving, they could be left behind by their competitors. Based on this discussion, TQM seems to be a management concept only. However, TQM also has a quantitative and more defined facet (Priporas and Psychogios, 2007). Priporas and Psychogios (2007) identified some of the quantitative aspect or measure of TQM, which includes Statistical Process Control, ISO 9000 standards, Pareto Analysis, Histograms, among others. On the other hand, the qualitative ideas that constitute TQM are overall workers’ participation. uninterrupted upgrading. incessant coaching. cooperative relation among employees. self-motivated employees. full dedication and support from high-tiered officers. independent and autonomous administration approach. consumer happiness. and business surrounding alterations (Priporas and Psychogios, 2007).
 . . . . . .The main purpose of TQM is already well-known to everyone—customer satisfaction. However, to achieve this employee satisfaction should be fulfilled.