2. NEW APPROACHES IN THE STRUCTURING OF THE ORGANIZATION

2.1. TOTAL QUALITY MANAGEMENT

2.1.1. Total Quality Management (TQM) in Education

Total quality management in education is the enforcement process of an administrative approach in which each denominator of education (education personnel, students, families, etc) participates actively in the decision process of education and characterizes the increasing customer satisfaction with continuous improvements.

2.1.2. Reasoning behind TQM Practices

• The obligation for organizations of the information era to renew and update themselves,
• Quality to become an important concept for organizations producing product and service,
• Quality to be achieved by well-organized management today,
• Characteristics such as efficiency, effectiveness, speed, zero fault, esthetic, availability, etc to be perceived as critical indicators in measuring service quality in the 2000’s,
• Quality people to be developed by a quality education and quality education management,
• The need for quality organizations to catch up with the improvements in science and technology and to produce solutions to problems,
• The efficient and effective use of human resources and other resources to increase the quality in service production,
• To consider providing the satisfaction of community sections that utilize the services as a basis,

• Administrators follow-up of changes and improvements in management field to be provided by continuous education,
• New approaches in education management must be put on the agenda for service quality as well as efficiency of personnel.

2.1.3. Goals of TQM

• By implementing Total Quality Management in Ministry of National Education’s central and provincial organizations, it is intended;
• To perceive and evaluate the changes and improvements century brings,
• To increase employee’s qualifications by continuous education,
• To increase the satisfaction of service consumers by increasing the quality in service presentation,

• To achieve full participation in decision-making process,
• To enforce the administrative understanding based on data.

2.1.4. Benefits of TQM

For Organizations

• Service consumers’ satisfaction is achieved.
• Organization becomes trustworthy and up to date.
• A confidence environment is formed in service consumers’ relations with the unit.
• Processes are rationalized.
• To review service production processes continuously, to detect faults beforehand and take the necessary measures provides the achievement of faultless production.
• Best results are achieved with minimum cost.
• Resources are used in relation with goals.
• An appropriate organizational culture is formed.
• Continuous education is institutionalized by establishing the philosophy of “learning individual – learning organization” within the organization.
• Problems are solved in their original positions by quality committee, quality development team and quality chambers.
• Coordination related to the unit and/or between organizations the unit is linked is established more easily and efficiently.

For Individuals

• Business satisfaction increases.
• Making decisions, taking on authority and responsibility is encouraged.
• It is provided that personnel work in fields relevant to their skills and knowledge according to business (assignment) definition and qualifications of employees relevant to the jobs they work are continuously improved.
• Personnel are encouraged to see each other as individuals who benefit from service presentation and customer’s insights awareness is established.
• An environment based on cooperation and trust between unit personnel is formed.
• By making a clear and objective evaluation, the personnel are made to see their deficiencies and are encouraged to improve themselves.

2.1.5. Activities Completed and Planned in Total Quality Management (TQM) Application Project’s Framework

2.1.5.1. TQM Organization

Within the framework of TQM Application Project, Quality Commission (QC) and Quality Development Team (QDT) has been established within in each unit in central organization. Quality Commission is formed by 5-7 people who take critical responsibilities in the unit under unit director’s leadership; Quality Development Team is formed by 3-5 people under the leadership of a member of the quality commission.

2.1.5.2. Education Activities

MONE considers the education included in TQM in two parts as training held before TQM Application Projects and training held after TQM Application Project.

Training held before TQM Application Project: These are the educational activities conducted both in central and provincial organizations since 1987. Within this context; 268 central organizations director, 1.968 provincial organization directors and 3.456 primary education inspectors have received education.

Training held after TQM Application Project: These are the training given within the framework of TQM Application Project. A total of 2.029 personnel who were on the management level of central organization have received an informative seminar on TQM while 871 personnel have received informative seminars on both TQM and the Perfection Model. In provincial organization 122 directors were included in training. 8.839 personnel have attended the educational activities up until today.

The target in TQM is established as to seize the quality. For this reason, starting from the year 2000, provincial organizations will determine in their applications plans how to reach the organizations/institutions liked to them and will spread out TQM understanding within their organizations.

A “Goodwill Notice” is signed between Ministry of National Education and Quality Society (KalDer). The Goodwill Notice is the basic document including the guidelines of participation in the National Quality Action and is signed by all organizations and institutions within National Quality Action.

A questionnaire was created to determine the educational needs of administrators working in MONE’s central organization according to TQM and it has been given to every central organization administrator. Evaluation of the data in computer environment still continues.

2.2. NEW ARRANGEMENTS IN MONE’S ORGANIZATIONAL STRUCTURE AND DUTIES

MONE’s central organization structure established by law no: 3797 of Ministry of National Education’s Organization and Functions is characterized by preparing an environment of:

• Service collision because services of the same type and quality are given by different main service units,
• Services within the secondary education to be divided into different service units, service integrity to break into pieces, obscurity in using authorization,
• Improving and renewing decisions relevant to improvements in science and technology not to be made on time,
• Resources not to be used efficiently and relevant to objectives.

MONE organization has more of an organic structure than a functional one according to this structure. The high numbers of units and personnel working in those units makes it static and unwieldy.

Studies on the law of Ministry of National Education’s Organization and Functions is being carried out to qualify the Ministry of National Education’s organizational structure and functions to answer today’s educational needs, and to be organized to employ qualified personnel who will manage planning, programming and inspection functions of the central organization; carry out execution functions of the provincial organization, utilize human and material resources most efficiently, produce fast and correct solutions to problems and make application decisions in order to achieve contemporary and democratic Turkey ideal.

2.3. ESTABLISHMENT OF A TWO-WAY DEMOCRATIC RELATIONSHIP IN PROFESSIONAL LIFE OF MONE

Ministry of National Education works forward the goal of establishing a two-way democratic relationship in professional life:

• MONE tries to take the opinion and suggestions of the syndicates established in education and business branches related to every kind of legislation prepared in relation to personnel and education policies,
• Organized participation is tried to be increased in the decision and administration processes related to education and personnel policies by receiving the Ministry’s approval to include in the distribution plan of regulations, directives, proclamation and guides for applying personnel and education policies.
• Personnel activities mentioned above supports the creation of public opinion to affect the administration and political determination for giving education the necessary importance and priority, and the syndicates established in education and business branches to become more effective.

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Ministry Of National Education
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