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ADMINISTRATIVE MEMORADUM
Administrative Memorandum: Public Process
NAME
Helms School of Government, Liberty University
TO: Dr. William Clements, Liberty University Professor for PADM 620
FROM: Jeffrey D. McMurry, Liberty University Graduate Student
SUBJECT: The Administrative Memorandum, Public Process
DATE: September 17, 2025
Introduction
Public administration faces ongoing pressure to provide customer-focused, transparent,
and efficient services. Despite advancements, ongoing inefficiencies and bureaucratic red tape
continue to weaken public trust. Citizens now expect the same quality of service from
government as they receive from private companies. Total Quality Management (TQM), a
framework focused on accountability, stakeholder involvement, and continuous improvement,
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can help solve these issues. This essay examines the core principles of TQM, applies them to a
case study from Dresang's The Public Administration Workbook (Exercise 5), and evaluates
which of Exercise 5's charts and diagrams provide the most valuable resources for process
management. A biblical perspective also emphasizes the moral and ethical duty of
administrators to serve citizens with fairness and excellence.
Total Quality Management in Public Administration
Total Quality Management is a comprehensive approach that stresses leadership
commitment, employee involvement, data-driven decision-making, and customer satisfaction.
Originally developed in the private sector by W. Edwards Deming and colleagues, its application
in public administration has grown as governments aim to boost productivity and rebuild trust
(Dresang, 2017).
According to Ali AlShehail et al. (2021), Total Quality Management (TQM) can help
promote sustainability and innovation in public services by creating a culture of ongoing
improvement. Furthermore, Baschung, Weber, Hasler, and Rota (2024) stress that effective
quality management involves both technical changes and a cultural shift. Without proper
cultural alignment, reforms often fall short and become short-term solutions.
Colossians 3:23 (NIV) highlights a core biblical principle: “Whatever you do, work at it
with all your heart, as working for the Lord, not for human masters.” This stresses the value of
hard work and integrity in public service. Just as TQM demands a wholehearted commitment to
ongoing improvement, Scripture reminds administrators that their work should be marked by
excellence, dedication, and a desire to honor God through serving others.
Application to Dresang’s Case Study
This case study, which looks at Dresang’s Exercise 5, reveals common inefficiencies in
public agencies, including delays, unclear procedures, and poor use of resources. To bring TQM
into this situation, it's crucial to pinpoint bottlenecks, revamp workflows, and establish clear,
measurable standards for accountability. Strong leaders should hold collaborative sessions with
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employees to identify challenges, as frontline workers often have the best insight into process
issues.
Together, there are tools that are implementing Proverbs 11:14 (NIV), which states, "For
lack of guidance a nation falls, but victory is won through many advisers." Bringing diverse
viewpoints to the table is similar to TQM's emphasis on teamwork in that it ensures that our
solutions are inclusive and workable. When staff take ownership, administrators can boost
morale while creating processes that better serve the community.
Continuous monitoring and incremental improvement are key to TQM. Instead of
implementing drastic changes that might fail, administrators can make small, data-informed
adjustments and monitor their effects over time. By doing this, they put Proverbs 27:23 (NIV)
into practice: “Be sure you know the condition of your flocks, give careful attention to your
herds.” This verse highlights the importance of stewardship in biblical values, demonstrating
that leaders must focus on oversight, accountability, and attentive care to keep organizations
healthy.
Diagrams and Charts for Process Management
For the case study, we need to use several diagrams and charts from Dresang’s Exercise 5
to put TQM into practice:
· Cause-and-Effect (Ishikawa) Diagram: Pinpoints the underlying causes of service
inefficiencies, like training gaps or unnecessary procedures. This tool promotes thorough
analysis, making sure reforms address the root causes rather than just surface-level
issues.
· Flowchart: Provides a visual summary of the existing process, emphasizing steps for
elimination and areas in need of streamlining. By simplifying complex workflows,
administrators improve clarity and efficiency.
· Pareto Chart: Shows which problems happen most often, helping administrators prioritize
issues with the largest impact. This aligns with the biblical idea of wise stewardship,
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which means using resources where they'll do the best (Luke 16:10, NIV: “Whoever can
be trusted with very little can also be trusted with much”).
· Run Chart: This tracks key performance metrics, such as wait times, over time to evaluate
the success of reforms.
· Histogram: Shows how frequently each service outcome occurs, such as how often
complaints happen, enabling leaders to identify patterns and allocate resources effectively.
These tools work together to convert data into valuable insights, enabling administrators
to make informed decisions. They also drive home the importance of “truthful lips” in Proverbs
12:19 (NIV), where honest, fact-based evaluations show their value over time, while speculation
falls apart quickly.
Conclusion
Total Quality Management provides public administrators a practical and ethical way to
boost efficiency, accountability, and public trust. When applied to the Dresang case study, TQM
helps administrators pinpoint inefficiencies, involve employees in solving problems, and make
data-driven changes. Tools like cause-and-effect diagrams, flowcharts, Pareto charts, run charts,
and histograms provide the tools to turn problems into measurable solutions. Beyond its
technical side, TQM also embodies biblical values such as diligence, stewardship, and
collaborative wisdom, reminding administrators that their work should be characterized by
excellence, fairness, and a commitment to serving others.
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References
Ali AlShehail, O., Khan, M., & Ajmal, M. (2021). Total quality management and sustainability
in the public service sector: the mediating effect of service innovation. Benchmarking:
An International Journal, ahead-of-print(ahead-of-print). https://doi.org/10.1108/bij-08-
2020-0449
Baschung, L., Weber, N., Hasler, S., & Rota, M. (2024). Looking into the black box of non-sys-
temic quality management in public administration. International Journal of Public
Sector Management, 38(3), 350–367. https://doi.org/10.1108/ijpsm-01-2024-0011
Dresang, D. L. (2017). The public administration workbook. Routledge, Taylor & Francis Group.
NIV - Logos Bible Study. (2024). Ref.ly.
https://ref.ly/res/LLS:NIV2011/2024-0322T14:15:08Z/1810789?len=256
