Rajeev Sinha

Experience and Education

Rajeev Sinha is a Faculty in ARKA JAIN University, Jamshedpur , Jharkhand since July 2013, originally from Jamshedpur.

Educational Qualification:

Post Graduate Diploma in Business Management (2006-08) in Finance Specialization at Institute for Technology and Management, Bangalore (ITM Business School-Bangalore) approved by AICTE.

Presently I am pursuing my Ph.D. in Management from AISECT UNIVERSITY, Hazaribag in the session 2018-2020

Work Experience:

I had been working as a Unit Manager with ICICI Prudential at Banagaluru in the year 2007-2008 and then I had been working with as a Sales Manager in Reliance Life Insurance in Bangalure in the year 2008-2009.

After that I had been working as a Faculty in T.I.M.E. at Jamshedpur in 2011-2012

Paper Presentation Topics:

Total Quality Management in AICTE Approved Non-Government/Private Management Institutes – A case study of eastern India

I had given a paper presentation at ASBM Bhubeswar on 11th,12th and 13th January 2018 on the topics Total Quality Management of AICTE approved Non Government /private Management  Institution – A case study of eastern India.


In this paper researcher tries to throw lights on the customer satisfaction value with the help of a technique called Customer Relation Management using a hierarchical construct Model. Strategic CRM is conceptualized as an endogenously determined function of the organization’s ability to harness or orchestrate lower order capabilities that comprise physical assets such as IT infrastructure, Organizational Capabilities like Human analytics & business architecture. The result of the research helps to find the right metrics to measure the customer satisfaction, Comparative analysis between different colleges, measuring competitive index & at last understanding the customer satisfaction index.  Researcher also tries to find that CRM initiatives jointly emphasizing customer intimacy & cost reduction outperform those who are taking a less balanced approach. Overall this paper helps to elaborate how an superior CRM system helps to measure the business health & satisfaction level of the customers for the Non-Govt. Management colleges situated in the state of Jharkhand

Keywords: Customer Satisfaction Index, Competitive Index, Benchmarking, Descriptive research, ANOVA, Quality of learning Response to student quarries, price level of the service, Trouble free operation, Physical Appearance of the college, Ability of service personnel, Innovative Application, Judging performance of the students, Student loyalty


Total Quality management is a structured approach of organizational management that seeks to improve the quality of product & services through ongoing response to continuous feedback.

As it is known that Total Quality management is a structured approach,so few factors are playing important role to implement Total Quality management concept in the organization. According to the literature study the following factors were identified based on content validity.

  1. Top Management Commitment
  2. Supplier quality management
  3. Continuous improvement
  4. Product Innovation
  5. Benchmarking
  6. Employee Involvement
  7. Reward & Recognition
  8. Education & Training
  9. Customer Focus
  10. Product quality

Among these 10 factors the most significant & influential is the top management commitment. That is why this factor is considered separate from the above mentioned list for this research study. The focus of this research study is to understand the influence of these factors on the Total Quality Management. Top management commitment plays the most vital role in any organization for the implementation of the other factors of total quality management practice. Without the efficient & effective direction of top management an organization can not achieve their planned target. In the next section a brief discussion of the impact of top management commitment is given.

  1. Impact of Top Management Commitment in the TQM:

When top management is committed to quality it conveys the philosophy that quality matters through several actions:

  1. Assigning a higher priorities to quality over cost or schedule
  2. Providing adequate resources to the implementation of quality management efforts. Resources means investing in human & financial resources
  3. Making quality a dimension in performance evaluation for every one in the organization.


  1. Supplier Quality Management: For organization where the main focus is on quality product, the objective of purchasing department is to maintain the quality rather than cost minimization. Because poor quality of supplier product result in extra cost for the purchaser & reduce the quality image of the ultimate products. So the role of supplier in maintaining the finished product’s quality is crucial for the organization. Developing long term cooperative relationship with the suppliers; regular participate in supplier quality activities & giving feedback on the performance of supplier’s product are necessary to ensure reliable & continuous supply of raw materials with required quality.
  2. Continuous Improvements: Continuous improvement is the philosophy of

Improvement initiatives that increases successes & reduces failures. For continuous improvement evaluation of current process & total quality management practices are very necessary. A formal evaluation of quality proves a starting point by providing an understanding of the size of quality issues & the areas of demanding attentions .For evaluation the performance of the process & quality management practices companies need to collect various pieces of quality related information of the internal operations. Quality information can be used to ensure the process capability to meet the production requirements. Precise documentations of various process procedure is necessary for process capability & clear instruction for equipment operations can help to reduce the likelihood of operation error.

  1. Product Innovation: Product innovation is an important dimension of total quality management. Organization should invest time & funds in product innovation. Product innovation should be aimed at meeting & exceeding the requirements & expectations of customers better than the competitors. Customer requirements should thoroughly be considered for product innovation.
  2. Benchmarking: It is the process of comparing & measuring an organization’s operations or its internal processes against those of a best-in-class performer from inside or outside its industry. For continuous improvement companies need to benchmark their products & services by analysing leading competitors in the same industry or leading companies in other industries using the similar process. The rapid change in the business environment like changing nature of work, changing internal or external demand, technological leapfrogging, changing organizational structure etc. Are leading to change in benchmarking of products & processes.
  3. Employee involvement: Employees acquire new knowledge , gain a sense of accomplishment by solving quality problems. Employee participation is vital in inspiring action on quality improvements. It assists employees to improve their personal capabilities & play a significant role to the success of the organization. That is why organization must develop formal system to track, encourage & reward employee involvement. Otherwise the extent & quality in participation declines, leading to a dissatisfied workforce.
  4. Reward & recognition: Organization need to implement an employee compensation system that strongly links quality & employee performance to support the company’s quality program. In every reward system there is performance standards are set & a clear cut-off has been specified for each employee; then employees actual performance has judged on the basis of comparing with the performance standard. If actual performance exceeds the performance standard then employees will receive rewards. Top management should encourage employees to come up with suggestions & individual & team should be recognised & rewarded for their excellent suggestions. A reward & recognition system may include monetary & non monetary rewards for excellent performance.
  5. Training: Investment in training is very important for the quality management process. Employee should be regarded as valuable, long term & receiving education & training throughout their career. Training or education about quality management process should be taught to all management personnel, managers & supervisors. Participation of employees in training session will improve the quality of the competency & the task that they are going for the organization. Such training also lessens the gap between the actual performance & the expected performance from the employees.
  6. Customer Focus: Customer demand is always changing in nature. Hence an organization needs to assess them regularly & adjust its operation according to the customer need or expectations. In order to become a successful organization it is necessary to put the customers first in every decision made. Organization may surpass their competition if they are able to respond quickly to the customers demand with new ideas; produce products that satisfies or exceeds customer expectations & anticipate & respond to customer evolving needs & wants. So customer must be reflected in the overall planning & execution of quality effort.
  7. Product Quality: All discussion about the different component of total quality management till now focuses on the improvement of product quality. In order to improve the product quality it is essential to measure the existing product quality to understand the size of quality issues & to identify the areas demanding attention for enhancing & upgrading product quality. Quality means cluster of benefits like after using the product customers may receive functional, social, emotional, informational, conditional benefits. Product quality refers the attractive features, size of the product, durability, reliability, repair ability, style, colour etc. These all aspects help in customer satisfaction & provide customer benefits or values.

The only point at which true responsibility for performance and quality can lie is with the People who actually do the job or carry out the process, each of which has one or several suppliers and customers.

An efficient and effective way to tackle process or quality improvement is through teamwork. However people will not engage in improvement activities without commitment and recognition from the organisation’s leaders, a climate for improvement and a strategy that is implemented thoughtfully and effectively. The section on People expands on these issues, covering roles within teams, team selection and development and models for successful teamwork.

An appropriate documented Quality Management System will help an organisation not only achieve the objectives set out in its policy and strategy, but also, and equally importantly, sustain and build upon them. It is imperative that the leaders take responsibility for the adoption and documentation of an appropriate management system in their organisation if they are about the quality journey. The System section discusses the benefits of having such a system, how to set one up and successfully implement it.

Once  the strategic direction for the organisation’s quality journey has been set, it needs Performance Measure to monitor and control the journey, and to ensure the desired level of performance is being achieved and sustained. They can, and should, established at all levels in the organisation, ideally being cascaded down and most effectively undertaken as team activities.