While counter-strategies are being developed by the public and private sectors to enhance supply chain security, we can learn from some lessons based on our experience in TQM. TQM as a management principle has been around for a long time, but widespread industrial adoption and practice in the US occurred in the 1970s. The quality movement at that time was a response to the seeming loss of competitiveness of many US manufacturers in product quality, against their Japanese counterparts. In particular, Japanese automobile manufacturers were gaining significant market shares by their zealous focus on product quality and reliability. Business interest in how the Japanese had mastered quality management techniques and approaches had risen to an all-time high. The Toyota-system, focusing on lean manufacturing, just-in-time, and superior quality control, was a study subject for business and academics alike. The quality movement started with the recognition by industry that defects can be very costly to a company. The costs of product failures out in the field, or external failure costs, that include customer process down time, catastrophic impacts to society, liabilities, product recalls, field repair, goodwill damages, and adverse effects to future sales, can be far greater than the product cost itself. This realization provides the strongest motivation for industry to be engaged in TQM, where all in the organization, suppliers and in some cases, customers, have to be involved to zealously improve quality. (Source: https://doi.org/10.1016/j.ijpe.2003.06.003) Answer ALL the following questions QUESTION 1 (20 Marks) It is argued that in order to achieve total quality management (TQM), management needs to start planning and devising inventive solutions. Relating to the case study above, discuss the reasons why planning is important in dealing organisational affairs QUESTION 2 (20 Marks) In light of the above case study, discuss the central principles of TQM which can enhance effectiveness and efficiency in organisations. QUESTION 3 (20 Marks) Globally, a number of challenges exist for management. As a result, managers must be aware of the realities facing them and know how to turn them into potential growth opportunities for their organisations. Identify and discuss the challenges to management within the Southern African region QUESTION 4 (20 Marks) The move to flexibility requires that managers learn to perform new ways of managing, deal with change, implement new ways of motivating people and accept changes in their own bases of power. Discuss the factors/changes that post- 2 entrepreneurial organisation presents to the traditional manager in confirming that managerial power and success is not derived from hierarchical position. QUESTION 5 (20 Marks) The management environment is characterised by varying levels of complexity and extent of change. Those organisations which operate within environments characterised by high levels of complexity and dynamic change experience high levels of uncertainty. You have been hired by XYZ Ltd as a strategy consultant and have been asked to propose the various recommendations that may be made to assist the company in coping with such uncertainty. Discuss any FIVE (5) mechanisms by which organisations can cope with uncertainty END OF PAPER