Description
Describes on the leadership as related to Total Quality Management(TQM).
LEADERSHIP
TQM CONTEXT
TQM & LEADERSHIP
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The importance of leadership as an integral part of quality management. TQM is a way of life for a company. It has to be introduced and led by top management. Attempts to implement TQM often fail because top management doesn't lead and get committed - instead it delegates. Commitment and personal involvement is required from top management in creating and deploying clear quality values and goals consistent with the objectives of the company, and in creating and deploying well defined systems, methods and performance measures for achieving those goals. These systems and methods guide all quality activities and encourage participation by all employees.
The key differences in leadership between TQM and traditional organizations
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?
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Strategic leadership is more important in TQM organizations because TQM is more likely to emphasize that internal systems be aligned with external environments Visionary leadership because the success of TQM depends on employees sharing a common vision or goal Designing reward systems for all stakeholders to foster creativity and innovation Empowerment and teamwork, timely responses to customer concerns by having all employees take a leadership role as well as share information and expertise Transformational leadership searches for ways to help
LEADERSHIP
?
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Leadership as a process in which leaders are not seen as individuals in charge of followers, but as members of a community of practice. Important functions of a leader are; 1. Sharing knowledge amongst team members 2. Acting as a mentor 3. Instructing 4. Facilitating group processes 5. Providing information 6. Monitoring performance 7. Promoting open communication 8. Providing goals 9. Allocating resources effectively 10. Managing conflict
LEADERSHIP
?
Individual qualities of a TQM leader, which will be necessary to implement and sustain progress toward a TQM culture are; 1. Drive 2. Motivation 3. Honesty and Integrity 4. Self confidence 5. Cognitive ability 6. Intelligence 7. Knowledge of the business 8. Charisma
Managers as leaders
What do managers do?
1.
Routine Communication ? Exchanging information ? Handling paperwork Traditional management ? Planning
3.
2.
4.
Human resource management ? Motivating ? Discipline/control ? Managing conflicts ? Staffing ? Training & development Networking ? Interacting with
Managers as leaders
-Mintzberg’s manegerial roles
Leadership personal skills model -By Whetten & Cameron
•Set priorities •Assess attitudes towards change
Developing selfawareness
•Coping with stressors •Managing time •Delegating
Managing stress
Solving problems creatively
•Using rational approach •Using creative approach •Fostering innovation in
Leadership styles -Blake & Mouton Managerial grid
(1,1) - (Impoverished style): Manager has min. concern for people and task both. He needs minimum effort to get work done . (9,9) - (Team builder): Manager has maximum concern for both task and people. It is the best leadership style. (5,5) – (Middle-of-the-roader): Manager balances both task and maintaining employee morale at a satisfactory level.
(9,1) – (Task manager): Manager has high concern for task and least for people. High efficiency in operations, human interference is least.
(1,9) – (Country club manager): Manager has high concern for employees. He gives attention to needs of people for satisfying relationships which leads to
Leadership styles -Hersey and Blanchard’s leadership model
1. 2. 3. 4. Delegating Participating Selling Telling
doc_840559912.pptx
Describes on the leadership as related to Total Quality Management(TQM).
LEADERSHIP
TQM CONTEXT
TQM & LEADERSHIP
? ?
?
?
The importance of leadership as an integral part of quality management. TQM is a way of life for a company. It has to be introduced and led by top management. Attempts to implement TQM often fail because top management doesn't lead and get committed - instead it delegates. Commitment and personal involvement is required from top management in creating and deploying clear quality values and goals consistent with the objectives of the company, and in creating and deploying well defined systems, methods and performance measures for achieving those goals. These systems and methods guide all quality activities and encourage participation by all employees.
The key differences in leadership between TQM and traditional organizations
?
?
?
?
?
Strategic leadership is more important in TQM organizations because TQM is more likely to emphasize that internal systems be aligned with external environments Visionary leadership because the success of TQM depends on employees sharing a common vision or goal Designing reward systems for all stakeholders to foster creativity and innovation Empowerment and teamwork, timely responses to customer concerns by having all employees take a leadership role as well as share information and expertise Transformational leadership searches for ways to help
LEADERSHIP
?
?
Leadership as a process in which leaders are not seen as individuals in charge of followers, but as members of a community of practice. Important functions of a leader are; 1. Sharing knowledge amongst team members 2. Acting as a mentor 3. Instructing 4. Facilitating group processes 5. Providing information 6. Monitoring performance 7. Promoting open communication 8. Providing goals 9. Allocating resources effectively 10. Managing conflict
LEADERSHIP
?
Individual qualities of a TQM leader, which will be necessary to implement and sustain progress toward a TQM culture are; 1. Drive 2. Motivation 3. Honesty and Integrity 4. Self confidence 5. Cognitive ability 6. Intelligence 7. Knowledge of the business 8. Charisma
Managers as leaders
What do managers do?
1.
Routine Communication ? Exchanging information ? Handling paperwork Traditional management ? Planning
3.
2.
4.
Human resource management ? Motivating ? Discipline/control ? Managing conflicts ? Staffing ? Training & development Networking ? Interacting with
Managers as leaders
-Mintzberg’s manegerial roles
Leadership personal skills model -By Whetten & Cameron
•Set priorities •Assess attitudes towards change
Developing selfawareness
•Coping with stressors •Managing time •Delegating
Managing stress
Solving problems creatively
•Using rational approach •Using creative approach •Fostering innovation in
Leadership styles -Blake & Mouton Managerial grid
(1,1) - (Impoverished style): Manager has min. concern for people and task both. He needs minimum effort to get work done . (9,9) - (Team builder): Manager has maximum concern for both task and people. It is the best leadership style. (5,5) – (Middle-of-the-roader): Manager balances both task and maintaining employee morale at a satisfactory level.
(9,1) – (Task manager): Manager has high concern for task and least for people. High efficiency in operations, human interference is least.
(1,9) – (Country club manager): Manager has high concern for employees. He gives attention to needs of people for satisfying relationships which leads to
Leadership styles -Hersey and Blanchard’s leadership model
1. 2. 3. 4. Delegating Participating Selling Telling
doc_840559912.pptx