Chapter 2

Leadership for TQM

– Attitude and Involvement of Top
Management
– Communication
– Culture
– Management Systems
 Management is doing things right;
leadership is doing the right things.

– Peter Drucker
Define Leadership
 There is no universal definition of leadership
and indeed many books have been devoted
to the topic of leadership.
 James McGregor described leadership as
one who instills purposes, not one who
controls by brute force.
 A leader strengthens and inspires the
followers to accomplish shared goals.
 The Malcolm Baldrige National Quality
Award’s definition of Leadership

An organization’s senior leadership should:

 Set direction and create a customer focus.
 Create clear and visible values, and high expectations
 These directions values and expectations should
balance the needs of all your stakeholders.
 Ensure the creation of strategies, systems, and
methods for achieving excellence, stimulating
innovations, and building knowledge and capabilities
The Malcolm Baldrige National Quality
Award’s definition of Leadership

 The values and strategies should help guide all

activities and decisions of your organization.
 Senior leaders should inspire and motivate your
entire workforce and should encourage all
employees to contribute, to develop and learn, to
be innovative, and to be creative.
The Malcolm Baldrige National Quality
Award’s definition of Leadership

 Senior leadership should serve as role models

through their ethical behavior and their personal
involvement in planning, communications, coaching
and development of future leaders.
 As a role models, they can reinforce values and
expectations while building leadership, commitment,
and initiative throughout your organization.
Getting quality results is not a short-term,
instant-pudding way to improve
competitiveness; implementing total quality
management requires hands-on,
continuous leadership

Armand V. Feigenbaum
 Characteristics of
Excellent Leadership
1. Visible, committed, and knowledgeable
2. A missionary zeal
3. Aggressive targets
4. Strong drivers
5. Communication of values
6. Organization
7. Customer Contact
Dr.Curt Reimann
Director
Malcolm Baldrige National Quality Award
1. Visible, committed, and
knowledgeable
 They promote the emphasis on quality
and know the details and how well the
company is doing.
 Personal involvement in education,
training and recognition.
 Accessible to and routine contact with
employees, customers and suppliers.
2. A missionary zeal

 The leaders are trying to effect as

much change as possible through their
suppliers, through the government
and through any other vehicle that
promotes quality.
 Active in promotion of quality outside
the company.
3. Aggressive targets

 Going beyond incremental

improvements and looking at the
possibility of making large gains,
getting the whole workforce thinking
about different processes-not just
improving processes.
4. Strong drivers

 Cycle time, zero defects, six sigma or

other targets to drive improvements.
Clearly defined customer satisfaction
and quality improvement objectives.
5. Communication of values

 Effecting cultural change related to

quality.
 Written policy, mission, guidelines and
other documented statements of
quality values, or other bases for clear
and consistent communication.
 6. Organization

 Flat structures that allow more authority at lower

levels.

 Empowering employees. Managers as coaches

rather than bosses.

 Cross-functional management processes and

focus on internal as well as external customers.
Inter-departmental improvement teams.
7. Customer Contact

 CEO and all senior managers are

accessible to customers
 The Westinghouse Total Quality Model

Total Quality
Requirements

Customer
Orientation Customer Orientation

Human Resource
Excellence Participation Training Motivation

Product/Process Product/ Process/

Suppliers
Leadership Services Procedure Information

Management
Leadership Culture Planning Communication Accountability

The model is built upon the foundation of management Leadership

 Framework of IBM’s Market Driven Quality Program

“Driver” System Measures

Goal
Of Progress
Leadership Systems Customer Satisfaction
Quality Results
• Vision • Information/Analysis
• Involvement •Planning •Improved Quality
• Policy •Human Resources •Lower Costs
Market Success/
•Quality Assurance
• Management Competitiveness

Market Driven Quality Model

 Attitude of Top
Management
The quality depends upon the vision of
excellence and that a vision becomes
reality through excellent compelling
Leadership

Joseph Jaworisky,
Chairman of American Leadership Forum
Attitude and Involvement
of Top Management
 The Conflict of Hard and Soft Assets

– Focus on Technology rather than human

resources and organizational competence

– The top managers need to be ambidextrous.

They must balance the need for the structural
dimension (e.g., Hierarchy, budgets, plans,
controls, procedures) on one hand with the
behavioral or person dimension on the other.
 Attitude and Involvement
of Top Management
 The commitment and involvement of top
management need to be demonstrated and
visible

– “They never listened to what I said, they always

watch what I do”
Dwight Eisenhower

– Many managers send mixed signals. They endorse

quality, but reward bottom line or production.
Employee buy-in is unlikely in such environment
where worker empowerment is talked about but not
practiced
 Communication

The most important thing in

communication is to hear what isn't
being said

Peter Drucker
The Managerial Communications

Why Top managers need to communicate to ensure

quality practices in the organization?

 Communication is inextricably linked in the quality

process, yet some executives find it difficult to tell
others about the plan in a way that will be
understood

 Constant communication and employees buy-in are

crucial to a successful TQM initiative
 What should be the best communication model
for a quality enterprise?
 Larry Appley, chairman emeritus of the American Management Association,
has developed a company-wide productivity improvement program that has
the model as a centerpiece

Recipient/Boss

Message Answered by
What is to be done? Position Description
How well should it be done? Standard/Target
How well is being done? Performance Appraisal
How to do it better? Action Plan

Sender/Employee
Corporate Culture and Leadership

What is culture?

Culture is a pattern of beliefs and values that provides the

members of an organization’s rules of behavior or accepted
norms for conducting operations.

It is philosophies, ideologies, values, assumptions, beliefs,

expectations, attitudes, and norms that knit an organization
together and are shared by the employees.
Organizational Culture and its importance

 Successful organizations have a central core culture

around which the rest of the company revolves.

 It is important for a organization to have a sound

basis of core values into which management and
other employees will be drawn.

 Without central core, the energy of members of the

organization will dissipate as they developed plans,
make decisions, communicate, and carry on
operations without fundamental criteria of
relevance to guide them.
Basic beliefs of some famous
organizations
Company beliefs

Ford Quality is job one

Delta A family feeling
3M Product Innovation
Lincoln Electric Wages proportionate to
productivity
Caterpillar Strong dealer support;
24-hours spare parts
support around the world
McDonnald’s Fast Service, consistent
quality
What Quality Gurus suggest for a cultural
and value system transformation is:

 Deming calls for transformation of the

American management style

 Feigenbaum suggests a pervasive

improvement throughout the
organization

 According to Crosby, “Quality is the

result of a carefully constructed culture,
it has to be the basic fabric of the
organization”
Embedding a Culture of Quality

 It is one thing for top management to state a

commitment to quality but quite another for
commitment to be accepted in the company.

 The basic vehicle for embedding an organizational

culture is a teaching process in which desired
behaviors and activities are learned through
experiences, symbols, and explicit behaviors.

 The demonstration of commitment by top

management by activities and behavior that are
exhibited throughout the company is essential.
Embedding a Culture of Quality

This commitment is demonstrated by behaviors and activities

that are exhibited throughout the company. Categories of
behaviors include:

 Signaling: Making actions or taking actions that support the

vision of quality, such as mission statements, creeds, or
charters directed toward customer satisfaction.

 Focus: Every employee must know the vision, his or her part
in it, and what has to be done to achieve it.

 Employee Policies: These may be the clearest expression of

culture, at least from the viewpoint of the employee. A culture
of quality can be easily seen as the reward and promotion
system, status symbols, and other human resource actions.
Transition to Quality Culture in Xerox

Senior
Transition
Training Management
Team Behavior

Xerox
Culture
Change

Tools and Reward and

Communication
Processes Recognition
Management Systems
 No matter how comprehensive or lofty a quality
strategy may be, it in not complete until it is put
into action. It is only rhetoric until it has been
implemented.

 Quality management systems are vehicles for

change and should be designed to integrate all
areas not only the quality assurance department.

 They must expend throughout the company to

include white-collar activities ranging from market
research to shipping and customer services.
End of Chapter 2