unit – ii leadership tqm- sbmallur

8/11/2019 UNIT II Leadership TQM- SBMallur

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VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELGAUM

University BDT College o Engineering,D!v!ngereTOTAL "UALITY MANAGEMENT #$%ME&'()

Dr* S B M!ll+r, roessor, MED, UBDTCE, D!v!n!gere

UNIT - . Le!/ers0i12 Defnition, characteristics o quality leaders, leadership concept,characteristics o eective people, ethics, the Deming philosophy, role o TQM leaders,implementation, core values, concepts and rame work, strategic planning, communication,decision making. %3 Ho+rs

"A leader is a dealer in hope." 4 N!1oleon Bon!1!rteIt is better to lead from behind and to put others in front, especially when you celebratevictory when nice things occur. You take the front line when there is danger. Then peoplewill appreciate your leadership. -Nelson Mandela

.*$* INTRODUCTIONDi5tion!ry De6nitions24Le!/2To guide, steer, pilot, point, or show the way!To cause someone to do something!Le!/er2

"ne who leads#!$erson in control!Le!/ers are those persons who are a%le to in&uence others and who possessmanagerial authority.Le!/ers0i12The quality nota%le in leaders!'et o characteristics that make a good leader!Le!/ers0i1, then, is the a%ility to in&uence a group toward the achievement o goals.Trust is the oundation o leadership. (eaders develop an environment o trust wherethe organi)ational mem%erstend to esta%lish a ollower*ship with the leader.De6nitions

$* There is no +nivers!l /e6nition o le!/ers0i1and indeed many %ooks have %eendevoted to the topic o leadership. +n his %ook Leadership, ames Mac-regor urnsdescri%es a le!/er !s one 70o instills 1+r1oses !n/ not one 70o 5ontrols 8y8r+te or5e*

.* / leader strengthens and inspires the ollowers to accomplish shared goals.9* (eaders shape, promote, protect and e0empliy the organi)ation1s values.:* 2ltimately, urns says, !eaders and followers raise one another to higher

levels of motivation and morality leadership becomes moral in that itraises the level of human conduct and ethical aspiration of both the leaderand the led and thus has a transforming e#ect on both.$

'* 'imilarly, Daimler 3hrysler1s 34" o% 4aton defnes a leader as 5 someone whocan take a group of people to a place they don%t think they can go.$

3* (eadership is we, not me, mission, not my show, vision, not division and community,not domicile. /s can %e understood, leadership is di6cult to defne in anything otherthan loty words.

The Malcolm aldrige 7ational Quality /ward has a more grounded defnition o leadershipin its core values. /s stated in its core values and concepts, visionary leadership is asollows8

An organizations senior leaders should set directions and create a customer focus, clearand visible values, and high expectations. The directions, values and expectations shouldbalance the needs of all our sta!eholders. "our leaders should ensure the creation of

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strategies, sstems and methods for achieving excellence, stimulating innovation andbuilding !no#ledge and capabilities. The values and strategies should help guide allactivities and decisions of our organization. $enior leaders should inspire and motivate

our entire #or!force and should encourage all emploees to contribute, to develop andlearn, to be innovative and to be creative.$enior leaders should serve as role models through their ethical behavior and their

personal involvement in planning, communication, coaching, development of futureleaders, revie# of organizational performance and emploee recognition As role models,the can reinforce values and expectations #hile building leadership, commitment and

initiative throughout our organization.%Le!/ers0i1 5!n 8e /i


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%reakthroughs sometimes happen, %ut it is the little ones that keep the continuousprocess improvement on a positive track.

A. They emphasi)e prevention. FAn o+n5e o 1revention is 7ort0 ! 1o+n/ o5+re is certainly true. +t is also true that perection can %e the enemy o creativity.>e cannot always wait until we have created the perect process or product. Thereshould %e a %alance %etween preventing pro%lems and developing %etter, %ut noperect, processes.

B. T0ey en5o+r!ge 5oll!8or!tion r!t0er t0!n 5o;1etition. >hen unctional areas,departments or work groups are in competition, they may fnd su%tle ways o

working against each other or withholding inormation. +nstead, there should %ecolla%oration among and within units.

C. They train and coach, rather than direct and supervise. (eaders know that thedevelopment o human resource is a necessity. /s coaches, they help theirsu%ordinates learn to do a %etter Ho%.

. They learn rom pro%lems. >hen a pro%lem e0ists, it is treated as an opportunityrather than something to %e minimi)ed or covered up. >hat caused it#! and Iowcan we prevent it in the uture#! are the questions quality leaders ask.

F. T0ey 5ontin+!lly try to i;1rove 5o;;+ni5!tions* (eaders continuallydisseminate inormation a%out the TQM eort. They make it evident that TQM is not

Hust a slogan. 3ommunication is two way** ideas will %e generated %y people whenleaders encourage them and act upon them. Eor e0ample, on the eve o "peration

Desert 'torm, -eneral 3olin $owell solicited enlisted men and women or advice onwinning the war. 3ommunication is the glue that holds a TQM organi)ation together.


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rote5ts st!2 leaders always protecttheir sta and motivate them towardsachievement o organi)ational goals.

rote5ts sel8 Managers always protecthimsel.

A11ro!50es /e5isions !5tively8 theleaders are decision makers and do nothesitate to take decisions in any respect.

A11ro!50es /e5isions 5!+tio+sly8Managers always depends on his superiorsand others to take decisions.

St! oriente/2leaders are sta oriented. C!reer oriente/2 managers alwaysthink a%out his career that how heKshemoves up or develop hisKher career.

Listens !5tively2 leaders always involvehis sta in decision making and listen every%ody and get the suggestions romemployees seriously.

Listens sele5tively2 managers alwayslisten and involve selectivestaKemployees during decision making.

De!ls 7it0 5oni5t2 leader always dealwith con&ict as they are critical analyst inthe positive way.

Avoi/s 5oni5t2 Managers alwaysavoids %eing involved in con&icts.

Tr+ste/2leaders always trust on hisemployeesKsta and vice versa.

Un5le!r reg!r/ing tr+st2 he isunclear regarding trust.

.*.*. Dieren5e 8et7een le!/ers0i1 !n/ ;!n!ge;ent2Le!/ers0i1 M!n!ge;ent

Set over!ll J +t+re /ire5tion2 theyset the overall organi)ation directionand givethe vision.

Set /!y4/!y /ire5tion8 Mangers setsday %y day direction to organi)ation asper circumstances.

o5+ses on res+lts8 / leader alwaysocuses on output.

o5+ses on 1ro5esses8 Managersalways ocuses on processes that how togets the ma0imum output %y utili)ationo minimum resources through reducingin processes o the organi)ation.

Mostly etern!l2 leaders mostly keepthe close eyes on e0ternal environment.

Mostly intern!l2 Managers alwayskeep the close eyes on internalenvironment.

Con5ernKee5tiveness2 his concernon eectiveness

Con5ernKeor@er nee/s5!1!5ities2 thinksa%out organi)ation capacity orcustomers demand

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E;8o/ies ;issionvision2 sets themission and vision

E;8o/ies go!lso8e5tives2 sets thegoals and o%Hectives to achieve themission.

Gets ;ore reso+r5es2 gets morerecourse to accomplish the mission.They always try to look or other

opportunities.

M!n!ges reso+r5es2 a manageralways manages the resources.

Se5+res te50nologies2 they protectthe technologies. /lways keep their eyesopen and try to secure new technologiesessential to create competitiveadvantages.

A11lies te50nologies2 managersalways apply technologies availa%le tothem and will not strive or change.

See@s to 5re!te nee/e/ 50!nge2they always seek to create the neededchange and %elieve on 3hange as the

environment change!.

See@ st!8ilityM!n!ge 50!nge2management will try to manage thechange and preer to maintain the

sta%ility in the organi)ation.

Cre!te te!;s es1* to1 te!;s2(eadership is always ocused oncreating a team especially topperorming team. (eader role is act as acoach and convert individual workinginto teams.

M!n!ge te!;7or@2 Managementocus is to get things done rompeopleKteam and they will try or this.

'o, ater the detail discussion on dierence %etween leadership and management,we can conclude that in Management we have an authority relationship whileleadership is a multidirectional in&uence relationship.

ack >elch 9Eormer 34" o -4: saysL 5dangerous to call someone a manager!%ecause../ manager5! 3ontrols rather than acilitates, 3omplicates rather than simplifes,/cts more like a governor than an accelerator..*.*9 CHARACTERISTICS O "UALITY LEADER ollo7ing !re t0e ;ost i;1ort!nt tr!its OR =+!lity 50!r!eristi5s to loo@ or in !;!n!geror s+55ess o 8+siness2

;. ision8 =;. Ionesty8 A;. Nnowledge8=. /%ility8 ==. +ntelligence. A=. Oisk Taking8@. 4nthusiasm8 =@. Discipline. A@. Iumility8A. 'ta%ility8 =A. 3ourageous. AA. Democratic8

B. 3oncern or "thers8 =B. -oal "riented. AB. -ood 3haracter8C. 'el*3onfdence8 =C. +nspiring. AC. Effective H R M. $ersistence8 =. road Minded. A. Creativity:F. itality8 =F. 3onsistent. AF. 4nergy and Peal8


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;A. -ood communication skills8 @A. -ood (istener8 BA. e /ll 4ars8;B. Ionesty. @B. e a Oole Model and 7ot

the oss8BB. >alk the Talk8

;C. isionary outlook. @C. Eocus8

;. /%ility to motivate peoplearound.

@.Taking Oesponsi%ility and"wnership8

;F. 3onsistency. @F. /pproacha%le8

;


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responsi%ility o the leaders to think a%out the welare o the employees. /leader must have a hum%le and caring attitude towards employeeKollowers.'o that i heKshe always puts the interest o others frst, the loyalty will %e%uilt, and ultimately the employees will work with more devotion andcommitment.

3* Sel4Con6/en5e2'el confdence is very important quality one should have.Eor leaders this will %ecome even more important. /ll we discussed dierent

leaders qualities a%ove, these are all linked with the sel concept. >ith selconfdence, leaders can manage and handle even di6cult situations. That isthe traitKquality which is appreciated %y all concerns. 'uccessul leaders staycalm and confdent and show confdence in their actions. Con6/en5e inYo+rsel !n/ t0e Ones >0o; Yo+ >or@ >it08 RTeam workR andRleadershipR cannot go without each other. 'o, a leader shouldnRt only %econfdent on himsel %ut also show the same amount o confdence when itcomes to the people he works with. This is what team leadershipis all a%out.This will give an idea to the team mem%ers that the leader %elieves in themand wants them to %e successul. /lso this will %oost their individualconfdence which will defnitely improve the team perormance. Con6/en5e

!n/ De5ision M!@ing A8ilities8 ust as having a vision is important, so isthe confdence to act on it. 3onfdence in ones vision and a%ility to ulfll it isan important characteristic o a good leader. 2nless an individual hasconfdence in his own a%ilities, how can he take decisions and lead a group#More on decision making.Con6/en5e !n/ 8elieare essential or eectiveleadership. The nature o the human mind is to dou%t and e0pect the worst.2nless a leader can maintain a clear vision o where he wishes to go, otherswill not ollow. + a leader has an iron will and tremendous sel %elie, he cancan inspire others very powerully to pursue the ideal.

&* ersisten5e2 Determination o a leader is also very important or %usiness

success. 'o, a leader should have the devotion and commitment or %usinessand continuously motivate the employees or achieving the organi)ationalgoals. The outgoing approach and persistence approach is always paying andpushing the ollowers or the accomplishment o goals.

(* Vit!lity2 (eaders need strengthKenergy and stamina. 4ective leaders areelectric, vigorous, active, and ull o lie, regardless o age or disa%ility. Thesequalities energi)e ollowers too. To achieve goals, leaders need stamina,energy, health, and vigor. 'ame is true or ollowers.

* C0!ris;!2 / $ersonality Trait. / quality that generates others1 interest and

creates ollowers. To in&uence others, charisma plays very important role.

$%* Integrity2The most important quality o leader is honesty, strength ocharacter, and courage. (eaders need to have strong integrity. 'o leader musthave loyal, honest with hisKher work and also with hisKher team too. +t will alsolead to trust and respect. Ionesty, strength o character, and courage willalways lead to trust %uilding, creating loyalty. Integrity !n/Tr+st7ort0iness. Sou want to hire a manager who is going to %e someonethat you think that you can trust. " course, itRs hard to tell this o the %at at

TOTAL

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an interview %ut asking the right questions can give you a general sense othe individualRs %asic integrity. y hiring someone that you %elieve istrustworthy, you will reduce the stress o placing the growth o your %usinessin the hands o someone else.

$$* Sel4Motiv!tion. The person that you hire or the Ho%has to %e capa%le odoing the Ho% without needing you to look over her shoulder all o the time. Thisindividual needs to %e capa%le o understanding the %asic goals o the %usiness anddeveloping her own strategies or achieving those goals. 'he needs to %e committedto putting her all into the Ho% every day without the close supervision o a %oss.

$.* Gre!t C+sto;er Servi5e S@ills. 7o matter what type o %usiness you are in,you can %eneft rom having a manager who is e0cellent in dealing with customersand clients. 2ltimately this may not %e a large percentage o the managerRs Ho% sincethe daily tasks o customer service will all to other employees. Iowever, whenpro%lems arise with customers, the manager is the one who has the potential todiuse the situation or to e0acer%ate it. Sou want to hire a manager who is going to%e capa%le o making even the most di6cult customers happy so that you can retaincustomers and the %usiness can grow.

$9* Being ! Te!; l!yer. The manager has to %e someone who is committed toworking with a teamo people or the improvement o the whole %usiness. Thismeans that the manager isnRt in the %usiness solely or the selfsh reasons ogetting ahead. +nstead, he is interested in growing the %usiness %ecause it is goingto %e to his %eneft as well as to the %eneft o the other people working with him inthe company. / manager is a middle*man who has to work with %oth the upper*level%osses and the lower*level employeesso itRs highly important that this person isreally a team player.

$:* Goo/ 5o;;+ni5!tion s@ills2 3ommunication is the key to %e a great leader.+t is o%served that most o the world leaders had good oratory skills. They used totalk and communicate with passion and commitment. They always made their pointsclear, and gave the right message at the right time. +n todayRs world too, strategicleadership with good communication and propaganda methods is necessary to

spread oneRs thoughts across the target groups. >hat he can do is communicatewith others in the organi)ation a%out what +T can do to move the company orward.+n other words, good communication is the key or developing good %usinessrelationships. + he can1t esta%lish a good %usiness working relationship, he is notgoing to %e that leader, that team player. Ie will not %e a%le to communicate how +Tcan add long*term value to the company. The modern leaders must thereore %eequipped with good communication skill and use new ways to do eectivecommunication. / leader may know what to do, %ut he must also %e a%le to5o;;+ni5!te 0is 1l!n o !5tion to 0is te!; ;e;8ers. Eor this, goodcommunication skills are important. esides %eing a%le to give a clear picture owhat is wanted o his team mem%ers, a leader with good communication skills canalso motivate people around him eectively, and this is an important requirement o

eective leadership.$'* Honesty* The most valua%le asset o a leader is honesty. Ie must %e honestwith %oth his employees and the management committee. /nother part o hiseatures is integrity. "nce a leader compromises his or her integrity, it is lost. That isperhaps the reason integrity is considered the most admira%le trait. The leadersthereore must keep it a%ove all else.

$3* Vision!ry o+tloo@* (eadership qualities are dierent or dierent position.Eor a 3+" he must %e thinking or sta%ili)ing the current %usiness and always lookingor uture scope o e0pansion. Ie has to %e a%le to look %eyond where we are today,

TOTAL

http://kathrynvercillo.hubpages.com/hub/Do_These_Things_To_Get_A_Jobhttp://kathrynvercillo.hubpages.com/hub/10-Daily-Activities-That-Will-Save-Your-Relationshipshttp://kathrynvercillo.hubpages.com/hub/Understanding-and-Building-High-Performance-Teamshttp://kathrynvercillo.hubpages.com/hub/Sexual-Harassment-Are-Employers-Responsiblehttp://www.buzzle.com/articles/effective-leadership/http://kathrynvercillo.hubpages.com/hub/Do_These_Things_To_Get_A_Jobhttp://kathrynvercillo.hubpages.com/hub/10-Daily-Activities-That-Will-Save-Your-Relationshipshttp://kathrynvercillo.hubpages.com/hub/Understanding-and-Building-High-Performance-Teamshttp://kathrynvercillo.hubpages.com/hub/Sexual-Harassment-Are-Employers-Responsiblehttp://www.buzzle.com/articles/effective-leadership/


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know where the %usiness is going, and %e a%le to use that vision to move thecompany orward. eing a%le to do this is a rare skill indeed.

$&* A8ility to ;otiv!te 1eo1le !ro+n/* / good leader must always keepmotivating his team mates or good work and should maintain healthy environment.Ie must give frst priority to saety o workers and see that they are not e0ploited %ysuperiors.

$(* Consisten5y* (eadership eectiveness is impossi%le without consistency.4very leader has an approach that is unique to them. DonRt change your personalstyle radically ater allL it got you in a leadership position. Modiy the rough spots %ut

take care not to conound your sta %y displaying inconsistency. Sour e0pectations,though su%Hect to modifcation %ased on ever*changing %usiness needs, shouldremain as constant as possi%le. The %usiness world is conusing enough without youadding unwelcome surprises into the mi0. Neep things simple and consistent.

$* A8ility to st!n/ !g!inst 5riti5s* /s the success rate increases your criticsmultiply and %ecome louder. 3ome to peace with the act that you will always have acamp o people who critique every decision you make. They are generally the oneswho are e0cellent pro%lem*identifers rather than pro%lem*solvers. Develop yourskills o repelling such critics so that they do not diminish your confdence orenthusiasm.

.%* Co;1eten5y* / person thriving to %ecome a good leader should %ecompetent enough to take on any odds. Decision making matters, and decisions

should %e purely %ased on rational thinking instead o emotions. -iving up is a signo weak leadership, which doesnRt Hust aect the individual %ut also tends to hamperthe morale o the team.

.$* Honesty2"ne o the most important qualities in the leadership qualities list ishonesty. The person has to %e honest to himsel, his team as well as his goals. Deceitwill only call or ire rom the team, and this will in turn aect the output o the team./ person can learn and improve only when he accepts his shortcomings. / leader iswell aware o his own strengths and limitations, and he constantly tries to improveand polish his skills. Ie is honest to himsel and to his ollowers as well. This honesty%uilds up the confdence and openness, and makes him trust worthy.

..* Intelligen5e* +ntelligence is %ound to re&ect on the perormance o the

individual as well as the team he is leading. eing well updated a%out the ongoingtrends can turn out to %e an added advantage, especially when it comes toopportunities o clim%ing the hierarchy ladder.

.9* Dis5i1line* (aid %ack attitude is meant or losers, not leaders. Discipline in%oth proessional as well as personal lie is one o the %est leadership qualities aperson can inculcate within himsel. +t is also one o the simplest measures toachieve success in various walks o lie. / leader has a team o individuals to leadand he might have more than one area to look into. +n such a scenario, it %ecomesvery important or a leader to %e disciplined. Ie needs to %e having a clear picture owhat he wants to do and needs to have an organi)ed approach.

.:* Co+r!geo+s* / successul person is the one who takes a calculated riskwhere others %ack o. The leader should %e courageous enough to identiy

opportunities and strike gold whenever possi%le. /t the same time, he has to raisethe %ar and always thrive or %etter.

.'* Go!l Oriente/*/ good leader needs to %e a good visionary. Ie should %ea%le to set long term goals and more importantly implement all the measuresrequired to achieve these goals. +n leadership, achievements do matter, and the%igger they are the %etter.

.3* Ins1iring*/ good leader motivates his ollowers and team to achieve thene0t %est thing. Ie should %e inspiring, in act a person worth idoli)ing or his team.Iis words as well as his actions have to motivate the people around him. Oead moreon leadership roles.

TOTAL

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.&* Bro!/ Min/e/*eing %road minded can help the leader to keep calm even inrough times. Ie should %e open or ideas and suggestions, even i they come romhis Huniors. 2nnecessary hassles and ego pro%lems should %e strictly avoided.

.(* Consistent* 3onsistency is yet another important leadership trait whichmakes the person stand out in the crowd. "nce in a while profts donRt matter to anorgani)ation as much as long term gains do. 3onsistency or a signifcant period canensure these long term gains. Oead more on what makes a good leader.

.* !ssion !n/ De/i5!tion2 +t is amongst the most important leadershipcharacteristics. / leader is always passionate a%out his goal or aim in lie. / leader is

always ready to sacrifce on certain things to achieve his goal. Ie always stands %yor what he %elieves in and has the a%ility to steer pu%lic opinion. / leader sternlyollows his ethics and principles in all odd situations and never gives up. 3onsistencyand perection are two main leadership traits. / good leader is always dedicated tohis team as well as his work. Ie demarcates a proper dierence %etween hisproessional and personal lie. The aim should always %e to perorm %etter than thelast time, whilst staying ocused on the very goal.

9%* H+;or*/lthough not one o the popular leadership characteristics, humor isperhaps %y ar the %est way to relive stress as well as to counter hostility. / goodleader should know how to use humor to %oost the morale o his team and solvecon&icts within the team. Oead more on character traits o a good leader.Sou may

not 0!ve seen t0e 10otogr!10 o !ny 7orl/ le!/er 7it0 !ngry !5e* / leadermust have presenta%le and approacha%le personality. /ccommodating and rela0ed%ody language makes a person look more dependa%le and relia%le. -ood leadermust have sporting spirit, humility and good sense o humor. These leadershipcharacteristics help you deal with your critics and opponents eectively.

9$* B!l!n5e/ erson!8 40tremes o anything is %ad. / leader is someone thateveryone looks upon as their guide. -etting way too aggressive or %eing too laid*%ack is %oth harmul or the team as well as the eective leadershipqualities o aleader. "ne must possess qualities like tolerance,patience, calmnessand maintain a%alance %etween riendliness and proessionalism. Thereore, it is very important ora leader to have a %alanced personality.

9.* Te!; Oriente/8 / good leader is like the head o the amily whose Ho% is tonot only look ater himsel %ut the entire amily as one. "ne among the manycharacteristics o a good leader, is the a%ility to work in a team and lead the team %ycoordinating all the eorts o the team mem%ers in one direction which ulflls theorgani)ational goals. / good leader always mentions RweR instead o mentioning R+R.

This creates a sense o %elonging towards the leader, towards the team, towards theorgani)ation.

99* ?+st !n/ I;1!rti!l8 / person can never %e considered as an eective leaderi heKshe is %iased towards a certain %elie or a person. +t is very important or aleader to %e Hust and air minded. "nly then can he %uild the trust and the respect

within the minds o the people who ollow him.

9:* Goo/ Listener8 -ood listening skills will not only earn you respect %ut willalso %e the door o trust and %elie in you. This leadership qualityena%les you to winhearts. +magine how you would eel as a team mem%er, i your leader has no time tolisten to your ideas or pro%lems. +nstead o listening to you heKshe is more %usy incritici)ing you or wasting the time. (istening to your su%ordinates is 744O a wasteo time. +n act, i you, as a leader is a%le to generate the comort level and the %elieo always %eing there with them when they need you, you might Hust %e surprised othe results and growth.

TOTAL

http://www.buzzle.com/articles/what-makes-a-good-leader.htmlhttp://www.buzzle.com/articles/leadership-traits/http://www.buzzle.com/articles/character-traits-of-a-leader.htmlhttp://www.buzzle.com/articles/effective-leadership/http://www.buzzle.com/articles/characteristics-of-a-good-leader.htmlhttp://www.buzzle.com/articles/leadership-qualities/http://www.buzzle.com/articles/what-makes-a-good-leader.htmlhttp://www.buzzle.com/articles/leadership-traits/http://www.buzzle.com/articles/character-traits-of-a-leader.htmlhttp://www.buzzle.com/articles/effective-leadership/http://www.buzzle.com/articles/characteristics-of-a-good-leader.htmlhttp://www.buzzle.com/articles/leadership-qualities/


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9'* Be ! Role Mo/el !n/ Not t0e Boss8 / leader is someone who leads others.Iow can one lead others i he himsel as not walked the path himsel. >hat + amtrying to say is that a leader has to meet the standards and %e an e0ample to otherswho ollow him. The traits o a good leader includes to always guide and help theollowers as one o them and not %e %ossy and commanding. Try to %e a part o theteam rather than Hust giving orders and targets.

93* o5+s8 Eocus is very important when it comes to achieving your goals. /nunocused leader would never %e a%le to lead the team towards their goals, %e it the

goal o the organi)ation or the goals o the individual team mem%ers. / leader is likethe captain o the ship, i the captain is not ocused and clear in where he needs togo, the whole ship will end up %eing lost

9&* T!@ing Res1onsi8ility !n/ O7ners0i18 / person who is scared to takeresponsi%ility and ownership or not only his work %ut also or his team mem%ers cannever prove to %e a successul leader. 'o one o the most important traits o a goodleader is the a%ility to take responsi%ility or him and those who work with him.

9(* A11ro!50!8le8 + you are approacha%le, it %ecomes easy or the teammem%ers to come to you and discuss their issues, i they have any, and i they do,things can %e sorted out at the very %eginning and not when things go out o

proportion, which happens in case the leader is not approacha%le and not easy totalk with.

9* Believes in ollo7 U18 Most o the leaders, due to their %usy schedule, skipthis portion o their Ho%. >hat they orget is that i there is eective ollow up, therewill %e eective results. $roHects that are commenced without a proper ollow upalways has mistakes and lacks perections, and hence the achievement o targetsand goals are delayed. +tRs important to walk the talk.

:%* "+i5@ T0in@ing8 This attri%ute %ecomes all the more important in the conte0to %usiness. +n todayRs world o sti economic competition, markets changeunpredicta%ly and so do opportunities and challenges. / leader who is a%le to think

quickly is in a position to make the most o the given situation and this is animportant trait or eective %usiness leadership.

:$* no7le/ge8 Quick thinking is important %ut without the right knowledge othe area, many times decisions that are taken promptly may %e wrong. +t is true thatwe learn rom our mistakes, ailures and disappointments. ut knowledge o the areao oneRs work and %eing aware o all the developments taking place in it, is one othe important qualities o a leader.

:.* Ris@ T!@ing8 The a%ility to take risks is another good characteristic o aleader. 4very opportunity comes with some amount o risk and a good leader is onewho has the courage to take risks. Iad man not dared to sail out when it was

%elieved that the 4arth is &at, Hust think, how dierent the world would have %eentoday

:9* H+;ility8 / leader has qualities that raise him a%ove the rest and everyindividual is aware o this. ut apart rom these qualities, it is humility that makes agood leader more approacha%le. This acilitates %etter communication %etween aleader and a team which ena%les a leader to know o the pro%lems that his team isacing. +t also, places a leader in a position where his team mem%er people providehim suggestions which may %e valua%le.

TOTAL

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::* De;o5r!ti58 'ome amount o control is required. Iowever, leading oneRsgroup in an autocratic style is the characteristic o a %ad leader. >here there isdemocracy, there is innovation, as people are ree to think and come up with newideas. This surely increases the pro%a%ility o success or a team.

:'* Goo/ C0!r!5ter8 $eople look up to a leader or motivation and the %est way,that a leader can motivate his people, is %y setting an e0ample through hischaracter. +t is one o the most important qualities o a good leader that he himselollows the rules that he had set or others. +n act, one o the most important

qualities o a leader is that he leads %y e0ample.

:3* Ee5tive H+;!n Reso+r5e M!n!ge;ent2 /s someone rightly said, goodleaders don't (ust lead, the bring out the best in everbod else too . / good leaderknows how to handle and use his human resource rightly. Ie must know who is goodat what and which task should %e allotted to whom. Oecogni)ing the capacities andtalents among other people and having complete understanding a%out masses aresome o the important leadership qualities.

:&* Cre!tivity2 +t is said that leaders never do dierent things, they do thingsdierently. +t is important or a leader to %e very innovative, creative, and think onew leadership strategies. +nitially, the new thoughts may not %e readily accepted %y

people, %ut slowly a leader convinces people that what he %elieves is Hust, and is olarger pu%lic interests. / leader knows that the society is always hungry or changeand new thoughts.

:(* Energy !n/ e!l8 (ots o it / leader should %e optimistic and not getweighed down %y o%stacles. /t the same time, he should %e a realist. +n act, heshould %e the one to fnd ways and means to get around o%stacles %ut at the sametime he should %e open to ideas. Ie should %e ast thinking, optimistic and good atanaly)ing things. This includes an a%undance o courage, confdence and positivethinking. The %est e0ample o such a leader is OD Tata, who %uilt an empire with hisvast reservoir o energy and enthusiasm, and not only generated employment ormillions, %ut acilitated the emergence o many new leaders within his empire.

:* A8ility to Innov!te8 " all the character traits o a leader, this particular onesees the ollowers through tough times. / good leader is a winner, not a quitter. Iehas resilience, imagination and clear vision. Ie is a%ove petty things and puts all hisenergy into the larger picture, the no%ler cause. Ie em%races change and teachespeople not to ear change %ut learn rom it. +n act, openness to learning is one o themain characteristics o a good leader.

'%* Be ! Role Mo/el8 / leader is one that people look up to, or answers,guidance and inspiration. Thus a leader has to watch himsel constantly, keep a coolhead, practice what he preaches and lead %y e0ample.

'$* S!5ri65e* "nly one man in a thousand is a leader o men J the other


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issuing proclamations and directives, you will come up against opposition andresistance. The most eective leadership is to help others eel they areworking rom their own initiative. To inspire your ellow workers in this way, itis necessary to lead %y e0ample and oer encouragement where appropriate.

'9* Go!l Setting2 -oal setting in indeed an underrated quality these days.$eople harp a lot a%out goal setting, %ut not too many seem to really take itseriously. ut then again, it is the Ho% o a leader to instill these qualities in his team.ut or this, the leader himsel ought to possess this characteristic Ience %eing a%leto f0 and ollow goals is one o the most vital characteristics o a leader.

':* Be All E!rs2"ne o the most important responsi%ilities o a good leader is tolisten to and understand the pro%lems and issues o others. >hether or not you area%le to solve them or suggest a solution, it is a great comort or a trou%led person tohave someone understanding to talk to a%out hisKher pro%lems. e the shoulder tocry i necessary * nothing %uilds confdence in inter personal relationships %etterthan patient listening and empathy.

''* >!l@ t0e T!l@2The %est way to inspire desired action rom oneRs ollowers isto set e0amples. + you wish to instill discipline, integrity and high moral standards inyour ollowers, it is %etter to practice yoursel what you preach. This reinorces the

idea that you truly %elieve in your ideals and this makes it all the more easier andpleasant or others to adopt those ideals when they see you walking the talk.

Erom the a%ove discussion, we can see that the character traits o a leader reer to traitsthat are almost divine in nature. $erhaps or this reason, the kings and leaders o the pastwho are still remem%ered and revered today, were given a god like status. They were thecaretakers and guides o humanity. They were %eacons o light, who showed the way to themasses. /s or those who lacked the character traits o a good leader, they are eitherorgotten or remem%ered %ecause o the %ad things they did and the %ad end they met.

BAD LEADERSHI DEINED Pad leadership alls into two categories8 %ad as in ineective and %ad as in unethical.+neective leadership ails to produce the desired change while unethical leadership ails todistinguish %etween right and wrong.!* ar%ara Nellerman

+neective leadership is the ina%ility to %uild and maintain a group that perorms wellrelative to its competition.!* Oo%ert Iogan U

>HY LEADERS AILQ +nsensitive, a%rasive, %ullying style

3old, aloo, arrogant

etrayal o personal trust

"verly am%itious

'pecifc perormance pro%lems Micro*managingJdoes not %uild a team

2na%le to select good su%ordinates

T"M si 8!si5 Con5e1ts Management commitment to TQM principles and methods G long term Quality plans

or the "rganisation Eocus on customers U internal G e0ternal

Quality at all levels o the work orce.

3ontinuous improvement o the productionK%usiness process.

TOTAL

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Treating suppliers as partners

4sta%lish perormance measures or the processes.

Ee5ts o 1oor "+!lity (ow customer satisaction

(ow productivity, sales G proft

(ow morale o workorce

More re*work, material G la%our costs

Iigh inspection costs Delay in shipping

Iigh repair costs

Iigher inventory costs

-reater waste o material

.*9* LEADERSHI CONCETS+n order to %ecome successul, leadership requires an intuitive understanding o the humannature** the %asic needs, wants and a%ilities o people. To 8e ee5tive, ! le!/er+n/erst!n/s t0e ollo7ing8

;. $eople, parado0ically, need security and independence at the same time.

=. $eople are sensitive to e0ternal rewards and punishments and yet are strongly sel*motivated.

@. $eople like to hear a kind word o praise. 3atch people doing something right, so youcan pat them on the %ack.

A. $eople can process only a ew acts at a time. Thus, a leader needs to keep thingssimple.

B. $eople trust their gut reaction more than statistical data.C. $eople reHect a leader1s rhetoric i the words are inconsistent with his actions.

(eaders need to give their employees independence and yet provide a secure workingenvironment, one that encourages and rewards successes. / working environment should%e provided that osters employee creativity and risk*taking %y not penali)ing mistakes.

A le!/er 7ill o5+s on ! e7 @ey v!l+es !n/ o8e5tives*Eocusing on ew values oro%Hectives gives the employees the a%ility to discern on a daily %asis what is important andwhat is not. 4mployees, upon understanding the o%Hectives, should %e given personalcontrol over the task in order to make the task their own and there%y something to whichthey can commit. / leader, %y giving the employees a measure o control over animportant task, will tap into the employees1 inner drive. 4mployees, led %y the manager,can %ecome e0cited participants in the organi)ation.

Iaving a worthwhile cause such as total quality management is not always enough to getemployees to participate. $eople 9and, in turn, employees: ollow a leader, not a cause.+ndeed, when people like the leader %ut not the vision, they will try to change the vision or

reconcile their vision to the leader1s vision. + the leader is liked, people will not look oranother leader. This is especially evident in politics. + the leader is trusted and liked, thenthe employees will participate in the total quality management cause. Thereore, it isparticularly important that a leader1s character and competence, which is developed %ygood ha%its and ethics, %e a%ove reproach. 4ective leadership %egins on the inside andmoves out.

.*:* THE SEVEN HABITS O HIGHLY EECTIVE EOLE #STEHEN COVEY)

.*:*$* Intro/+5tion

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'tephen O. 3ovey has %ased his oundation or success on the character ethics. Thisincludes things like integrity, humility, fdelity, temperance, courage, Hustice, patience,industry, simplicity, modesty and the golden rule. The personality ethic** personalitygrowth, communication skills training and education in the feld o in&uence strategies andpositive thinking** is secondary to the character ethics. >hat we are! communicates armore eloquently than what we say! or do.!

/ paradigm is the way we perceive, understand and interpret the world around us. +t is adierent way o looking at people and things. To %e eective we need to make a paradigm

shit. Most scientifc %reakthroughs are the results o paradigm shits such as 3opernicusviewing the sun as the center o the universe rather than 4arth. $aradigm shits arequantum changes, whether slow and deli%erate or instantaneous.

/ ha%it is the intersection o knowledge, skill and desire. Nnowledge is the what to do! andthe why,! skill is the how to do,! and desire is the motivation! or want to do.! +n orderor something to %ecome a ha%it, you have to have all three o the a%ove. The seven ha%itsare a highly integrated approach that moves rom dependency 9you take care o me: toindependence 9+ take care o mysel: to interdependence 9we can do something %ettertogether:. The frst three ha%its deal with independence** the essence o character growth.Ia%its our, fve and si0 deal with interdependence** teamwork, cooperation andcommunication. Ia%it seven is the ha%it o renewal.

The seven ha%its are in harmony with a natural law that 3ovey calls the $K$3 alance.!Iere $ stands or production o desired results and $3 stands or production capacity, thea%ility or asset. Eor e0ample, i you ail to maintain a lawn mower 9$3:, it will wear out andnot %e a%le to mow the lawn 9$:. Sou need to maintain a %alance %etween the times spentmowing the lawn 9desired result: and maintaining the lawn mower 9asset:. /ssets can %ephysical, such as the lawn mower e0ampleL fnancial, such as the %alance %etweenprincipal 9$3: and interest 9$:L and human, such as the %alance %etween training 9$3: andmeeting schedule 9$:. Sou need the %alance to %e eective. "therwise, you will haveneither a lawn mower nor a mowed lawn. Eollowing are the ha%its.

$* Be 1ro4!5tive.* Begin 7it0 t0e en/ in ;in/9* +t 6rst t0ings 6rst #re*Coveys Ti;e ;!n!ge;ent ;!tri )

:* T0in@ 7in47in'* See@ 6rst to +n/erst!n/, t0en to 8e +n/erstoo/3* Synergy&* S0!r1en t0e s!7

.*:*.* H!8it $44 Be ro!5tiveeing proactive means taking responsi%ility or your lie** the a%ility to choose theresponses to a situation. $roactive %ehavior is the outcome o conscious choice %ased onvalues whereas reactive %ehavior is %ased on eelings. Oeactive people let circumstances,conditions or their environment tell them how to respond. $roactive people let careullythought*a%out, selected and internali)ed values tell them how to respond. +t is not whathappens to us %ut our response that dierentiates the two %ehaviors. 7o one can make youmisera%le unless you choose to let him or her.

The language we use is a real indicator o our %ehavior. 3omparisons are given in the ta%le;@.; %elow.Re!5tive ro!5tiveT!8le $9*$44 Co;1!rison 8et7een re!5tive !n 1ro!5tive 8e0!vior o !n in/ivi/+!l*

There is nothing + can do. (et us look at our alternatives.'he makes me so mad. + control my own eelings.+ have to do that. + will choose an appropriate

response.+ cannot. + choose.+ must. + preer.

TOTAL



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Things are getting worse. >hat initiative can we use#.*:*9* H!8it .44 Begin 7it0 t0e En/ in Min/

The most undamental application o this ha%it is to %egin each day with an image, pictureor paradigm o the end o your lie as your rame o reerence. 4ach part o your lie can %ee0amined in terms o what really maters to you** a vision o your lie as a whole./ll things are created twice** there is a mental or frst creation and a physical or secondcreation to all things. To %uild a house you frst create a %lueprint and then construct theactual house. Sou create a speech on paper %eore you give it. + you want to have asuccessul organi)ation you %egin with a plan that will produce the appropriate end. Thus,

leadership is the frst creation and management is the second. (eadership means doing theright things and management means doing things right.+n order to %egin with the end in mind, develop a personal philosophy or creed. 'tart %yconsidering the e0amples mentioned %elow8V 7ever compromise with honestyV Oemem%er the people involvedV Maintain a positive attitudeV 40ercise dailyV Neep a sense o humorV Do not ear mistakesV Eacilitate the success o su%ordinatesV 'eek divine help

V Oead a leadership %ook monthlyy centering our lives on correct principles, we create a solid oundation or thedevelopment o the lie support actors o security, guidance, wisdom and power. $rinciplesare undamental truths. They are tightly interwoven threads running with e0actness,consistency, %eauty and strength through the a%ric o lie.

.*:*:* H!8it 944 +t irst T0ings irstIa%it one says, Sou1re the creator. Sou are in charge.! Ia%it two is the frst creation and is%ased on imagination** leadership %ased on values. Ia%it three is practicing sel*management and requires ha%its one and two as prerequisites. +t is the day*%y*day,moment*%y*moment management o your time.

T0e Fti;e ;!n!ge;ent ;!tri is s0o7n in t!8le $9*.*

The time management matri0! is shown in ta%le =.=.2rgent means it requires immediate

attention and important has to do with results that contri%ute to your mission, goals andvalues. 4ective, proactive people spend most o their time in quadrant ++, there%y reducingthe time spent in quadrant +.Eour activities are necessary to %e eective.irst,write down your key roles or the week 9such as research manager, 2nited >ay3hairperson and parent:. Se5on/,list your o%Hectives or each role using many quadrant ++activities. These o%Hectives should %e tied to your personal goals or philosophy developedin ha%it =.T0ir/, schedule time to complete the o%Hectives.o+rt0, adapt the weekly schedule to your daily activities.

TOTAL



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.*:*'* H!8it :44 T0in@ >in4>in

>in*win is a rame o mind and heart that constantly seeks mutual %eneft in all humaninteractions. oth sides come out ahead. +n act, the end result is usually a %etter way. +win*win is not possi%le, then the alternative is no deal. +t takes great courage as well asconsideration to create mutual %enefts, especially i the other party is thinking win*lose.>in*win em%races fve interdependent dimensions o lie** character, relationships,agreements, systems and processes. 3haracter involves the ollowing traits8V +ntegrity

V Maturity** a %alance %etween %eing considerate o others and the courage to e0presseelingsV /%undance mentality 9there is plenty out there or everyone:Oelationship means that the two parties trust each other and are deeply committed to win*win. /greements require the fve elements o desired results, guidelines, resources,accounta%ility and consequences. >in*win agreements can only survive in a system thatsupports it** you cannot talk win*win and reward win*lose. +n order to o%tain win*win, a our*step process is needed. +t is as ollows8;. 'ee the pro%lem rom the other viewpoint.=. +dentiy the key issues and concerns.@. Determine accepta%le results.A. 'eek possi%le new options to achieve those results.

.*:*3* H!8it '44 See@ 6rst to +n/erst!n/, t0en to 8e +n/erstoo/'eek frst to understand involves a paradigm shit since we usually try to %e understoodfrst. 4mpathic listening is the key to eective communication. +t ocuses on learning howthe other person sees the world, how they eel etc. The essence o empathic listening is notthat you agree with someone. +t is that you ully and deeply understand the person,emotionally as well as intellectually. 7e0t to physical survival is the greatest need o ahuman %eing o psychological survival** to %e understood, a6rmed, validated andappreciated.

The second part o the ha%it is to %e understood. 3ovey uses three sequentially arranged-reek words** ethos, pathos and logos. 4thos is your personal credi%ility or character,pathos is the empathy you have with the other person1s communication and logos is the

logic or reasoning part o your presentation.

.*:*&* H!8it 3Synergy

;. Synergy ;e!ns t0!t t0e 70ole is gre!ter t0!n t0e 1!rts . Together, we canaccomplish more than any o us can accomplish alone.

=. This can %est %e e0emplifed %y the musical group FT0e Be!tles*They as a groupcreated more music than each individual created ater the group %roke up.

@. T0e 6rst 6ve 0!8its 8+il/ to7!r/ 0!8it si* +t ocuses the concept o win*winand the skills o empathic communication on tough challenges that %ring a%out newalternatives which did not e0ist %eore.

A. 'ynergy occurs when people a%andon their humdrum presentations and win*lose

mentality and open themselves up to creative cooperation.B. >hen there is a genuine understanding, people reach solutions that are %etter than

they could have achieved acting alone.

.*:*(* H!8it &44 S0!r1en t0e S!7 #Rene7!l)

;. Ia%it seven is taking time to s0!r1en t0e s!7 so t0!t it 7ill 5+t !ster . +t ispersonal $3** preserving and enhancing the greatest asset you have, which you is. +t

is renewing the our dimensions o your nature** physical, spiritual, mental andsocialKemotional.

TOTAL



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=. All o+r /i;ensionso your nature should %e used regularly in wise and %alancedways.

@. Oenewing the 10ysi5!l /i;ension means ollowing good nutrition, rest andrela0ation, and regular e0ercise.

A. The s1irit+!l /i;ensionis your commitment to your value system. Oenewal comesrom prayer, meditation and spiritual reading.

B. The ;ent!l /i;ension is continuing to develop your intellect through reading,seminars and writing. These three dimensions require that time %e set aside** theyare quadrant ++ activities.

C. T0e so5i!l !n/ e;otion!ldimensions o our lives are tied together %ecause ouremotional lie is primarily, %ut not e0clusively, developed out o and maniested inour relationship with others.

. >hile this activity does not require time, it does require e0ercise. +n the his %ook,3ovey states that correct principles are natural laws and that -od, the 3reator andthe Eather o us all, is the source o them and also the source o our conscience.

F. Ie su%mits that to the degree people live %y this inspired conscience, they will growto ulfll their naturesL to the degree that they do not, they will not rise a%ove theanimal plane.

.*'* Et0i5s

4thics is not a precept that is mutually e0clusive rom quality. +ndeed, quality and ethicshave a common care premise, which is to do the right things right.

.*'*$* De6nition;. 4thics is the 8o/y o 1rin5i1les or st!n/!r/so human conduct that govern the

%ehavior o individuals and organi)ations.=. +t governs the actions and 0el1s one to /e5i/e 70!tthe right thing to do is. 'ome

people learn it while growing up and some do it during an organi)ation1s ethicstraining program.

@. 4thics can ;e!n /ierently to /ierent 1eo1le, especially when given anorgani)ation1s international workorce and the varying cultural norms.

A. ecause individuals have dierent concepts o what is right, the organi)ation will

need to develop the standards or code o ethics or the organi)ation.

.*'*.* T0e Root C!+ses o Unet0i5!l Be0!vior

&uch of the unethical behavior in organi'ations occurs in the following cases(

). "rgani)ations avor their own interests a%ove the well %eing o their customers,employees or the pu%lic.

*. "rgani)ations reward 8e0!vior t0!t viol!tes et0i5!l st!n/!r/s, such asincreasing sales through alse advertising.

+. "rgani)ations encourage se1!r!te st!n/!r/s o 8e0!vior !t 7or@ t0!n !t0o;e, such as secrecy and deceit versus honesty.

. +ndividuals are willing to a%use their position and power to enhance their interests,such as taking e0cessive compensation or themselves o the top %eore otherstakeholders receive their air share.

. M!n!geri!l v!l+es eist t0!t +n/er;ine integrity, such as the pressuremanagers e0ert on employees to cover up mistakes or to do whatever it takes to getthe Ho% done, including cutting corners.

. "rgani)ations and individuals overemphasi)e the short-term results at thee/penseo themselves and other in the long run. 0or e/ample, behavior is goodbased on the degree of utility, pleasure or good received, regardless of thee#ect on others.

TOTAL



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1. "rgani)ations and managers %elieve their knowledge is inalli%le and miscalculatethe true risks, such as when fnancial managers invest organi)ational unds in high*risk options trading.

Tendency toward unethical %ehavior most likely comes rom the interaction o the rootcauses o pressure, opportunity and attitude.

2nethical %ehavior is especially prevalent i employee morale is low. Eor e0ample, poorworking conditions, employee downsi)ing, and unacknowledged good work and denied

promotions can all contri%ute to an employee1s poor attitude.

.*'*9* Et0i5s M!n!ge;ent rogr!;/n ethics management 1rogr!; nee/s to !//ress 1ress+re, o11ort+nity !n/!ttit+/e. Managing ethical %ehavior requires commitment, new policies and procedures,continuous improvement and investments in appraisal, prevention and promotion.

The 6rst ste1 is !11r!is!l. +t is the analysis o the costs associated with +net0i5!l8e0!vior* These costs can %e divided into the t0ree root 5!+ses o pressure,opportunity and attitude.

;. 3osts rom pressure are those costs rom well*intended %ut unethical decisions madeunder pressure. They include %ut are not limited to errors, waste, rework, lost

customers and warranties.=. 3osts rom opportunity are the costs rom intentional wrongdoing. They include %ut

are not limited to thet, overstated e0penses, e0cessive compensation and nepotism.@. 3osts rom attitudes are those costs rom mistaken %elies in unethical orms o

%ehavior. They include %ut are not limited to errors, waste, rework, lost customersand health care. The second step is prevention. +t is the development o a systemthat will minimi)e the costs. ecause management has a good idea o the appraisalcosts, this step can proceed concurrently with step ;.

;: $ressure can %e addressed %y %eing involved in the development o goals and valuesand developing policies that allow or individual diversity, dissent and decision*making input.

=: "pportunity can %e addressed %y developing policies that encourage and protect

whistle%lowers. +t requires the e0istence o om%udsmen who can work confdentiallywith people to solve ethical pro%lems internally.

@: /ttitude can %e addressed %y requiring ethics training or all personnel, recogni)ingethical conduct in the workplace, requiring perormance appraisals to include ethicsand encouraging open discussion concerning ethical %ehavior issues.

The third step is promotion. +t is the continuous advertising o ethical %ehavior in order todevelop an ethical organi)ational culture that is clear, positive and eective.

To %e clear, the 10iloso10y nee/s to %e written with input rom all personnel and posted.'tandardi)ed ethics training should %e given to everyone or the ollowing purposes8

i. To teach them how to clariy ethical issuesii. To encourage them to get the acts %eore actingiii. To encourage them to consider all the consequences %eore actingiv. To show them how to test their actions in advance

This testing can %e accomplished %y asking the ollowing questions8

;. +s it legal#=. +s it right#@. +s it %enefcial or all involved#

TOTAL



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A. Iow would + eel i it was pu%lished on the ront page o a newspaper#

To 8e 1ositive, the culture should %e a%out doing what is right, encouraging principledorgani)ational dissent and rewarding ethical %ehavior.

To %e eective, the philosophy should %e set and adopted %y senior management, withinput rom all personnel. 'enior management should act in the same manner as they wantothers to act and make no e0ceptions.

in!l Co;;entQuality is dependent on et0i5!l 8e0!vior. Doing 70!t is rig0t in t0e 6rst 1l!5eis aproven way to reduce costs, improve competitiveness and create customer satisaction.Many companies are hiring ethics consultants to help them achieve their goals.2nethical %ehavior %y 4nron and >orld3om e0ecutives in =??= resulted in %ankruptcy orthose companies.

.*3* THE DEMING HILOSOHYDeming1s philosophy is given in the ;A points. Most o these points were given in a seminaror =; presidents o leading apanese industry in ;


21/49

.*3*:* Sto1 A7!r/ing B+siness 8!se/ on ri5e Alone/n organi)ation should stop awarding %usiness %ased on the low %id %ecause price has novalue without quality. The goal is to have a single supplier or each item to develop a long*term relationship %etween loyalty and trust, there%y providing improved products andservices. $urchasing agents should %e trained in statistical process control and require itrom suppliers. They should ollow the materials throughout the entire lie cycle in order toe0amine how customer e0pectations are aected and provide eed%ack to the suppliersregarding the quality.

.*3*'* I;1rove Const!ntly !n/ orever t0e Syste;Management should take more responsi%ility or pro%lems %y actively fnding andcorrecting pro%lems so that quality and productivity could %e continually and permanentlyimproved and costs could %e reduced. The ocus is on preventing pro%lems %eore theiroccurrence. ariation is e0pected %ut there should %e a continual striving orits reduction using control charts. Oesponsi%ilities are assigned to teams to remove thecauses o pro%lems and continually improve the process.

.*3*3* Instit+te Tr!ining4ach employee should %e oriented toward the organi)ation1s philosophy o commitment tonever*ending improvements. Management should allocate resources to train employees to

perorm their Ho%s in the %est possi%le manner. 4veryone should %e trained in statisticalmethods and these methods should %e used to monitor the need or urther training.

.*3*&* Te!50 !n/ Instit+te Le!/ers0i1/ responsi%ility o management is to improve supervision. +t should provide supervisorswith training in statistical methods and these ;A points so the new philosophy can %eimplemented. +nstead o ocusing on a negative and ault*fnding atmosphere, supervisorsshould create a positive and supportive one where pride in workmanship can &ourish. /llcommunication should %e clear rom top management to supervisors to operators.

.*3*(* Drive o+t e!r, Cre!te Tr+st !n/ ! Cli;!te or Innov!tionManagement should encourage open and eective communication and teamwork. Eear is

caused %y a general eeling o %eing powerless to control important aspects o one1s lie. Tiis caused %y a lack o Ho% security, possi%le physical harm, perormance appraisals, andignorance o organi)ation goals, poor supervision and not knowing the Ho%. Driving ear outo the workplace involves managing or success. Management can %egin %y providingworkers with adequate training, good supervision and proper tools to do the Ho% as well asremoving physical dangers. >hen people are treated with dignity, ear can %e eliminated./s the result, people start working or the welare o the organi)ation. +n this climate, theywill provide ideas or improvement.

.*3** O1ti;ie t0e Eorts o Te!;s, Gro+1s !n/ St! Are!sManagement should optimi)e the eorts o teams, work groups and sta areas to achievethe aims and purposes o the organi)ation. +nternally, %arriers do not e0ist not only within

epartments %ut also among the ollowing8V (evels o managementV DepartmentsV 'hitsEtern!lly, t0ey eist 8et7een t0e org!ni!tion !n/ its 5+sto;ers !n/ s+11liers*T0ese 8!rriers eist 8e5!+se o t0e ollo7ing re!sons2V $oor communicationV +gnorance o the mission o organi)ationV 3ompetitionV Eear

TOTAL



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V $ersonal grudges or HealousiesTo 8re!@ /o7n t0e 8!rriers, ;!n!ge;ent nee/s ! long4ter; 1ers1e5tive* Its0o+l/ o1t or t0e ollo7ing 50!nges in or/er to 8re!@ /o7n t0e 8!rriers2V /ll the dierent areas should work togetherV 3hange in attitudeV "pening o communication channelsV $roHect teams organi)edV Training in teamwork implementedMulti*unctional teams such as used in concurrent engineering are an e0cellent method.

.*3*$%* Eli;in!te E0ort!tions or t0e >or@ or5e40hortations that ask or increased productivity without providing specifc improvementmethods can handicap an organi)ation. They do nothing %ut e0press desires omanagement.

They do not produce a %etter product or service %ecause workers get limited %y thesystem.

Those goals should %e set that are achieva%le and are committed to the long*term successo the organi)ation. The improvements in a process cannot %e made without the availa%ilityo tools and methods.

.*3*$$!* Eli;in!te N+;eri5!l "+ot!s or t0e >or@ or5e

+nstead o quotas, management should learn and institute methods or improvement.Quotas and work standards ocus on quantity rather than quality. They encourage poorworkmanship in order to meet their quotas. Quotas should %e replaced with statisticalmethods o process control. Management should provide and implement a strategy ornever*ending improvements and work with work orce to re&ect new policies.

.*3*$$8* Eli;in!te M!n!ge;ent 8y O8e5tive+nstead o management %y o%Hective, management should learn the capa%ilities oprocesses and the procedure to %e employed or their improvement. +nternal goals set %ymanagement without a method are a %urlesque. Management %y numerical goal is anattempt to manage without knowledge o what to do. /n e0cellent analysis supporting thispoint is given %y 3astellano and Ooehm.

.*3*$.* Re;ove B!rriers T0!t Ro8 eo1le o ri/e o >or@;!ns0i1(oss o pride in workmanship e0ists throughout an organi)ation %ecause o the ollowingreasons8

;. >orkers do not know how to relate themselves to the organi)ation1s mission.=. They are %eing %lamed or system pro%lems.@. $oor designs lead to the production o Hunk.A. +nadequate training is provided.B. $unitive supervision e0ists.C. +nadequate or ineective equipment is provided or perorming the required

work.Oestoring pride will require a long*term commitment %y management. >hen workers are

proud o their work, they will grow to the ullest e0tent o their Ho%. Management canperorm the ollowing tasks to restore the pride o their workers8

a. -iving their employees operational Ho% descriptions.%. $roviding the proper tools and materials.c. 'tressing on a workers1 understanding regarding hisKher role in the total

processy restoring pride, everyone in the organi)ation will %e working or the common good. /%arrier or people on salary is the annual rating o perormance.

.*3*$9* En5o+r!ge E/+5!tion !n/ Sel4I;1rove;ent or Everyone

TOTAL



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/n organi)ation needs people who improve with education. Management should commititsel to continuously train and educate people. Deming1s ;A points and the organi)ation1smission should %e the oundation o education program. 4veryone should %e retrained%ecause o the act that an organi)ation1s requirements change to meet the changingenvironment.

.*3*$:* T!@e A5tion to A55o;1lis0 t0e Tr!nsor;!tionManagement has to accept its primary responsi%ility or the never*ending improvement othe process. +t has to create a corporate structure to implement the philosophy. / cultural

change is required rom the previous %usiness as usual! attitude. Management should %ecommitted, involved and accessi%le i the organi)ation is to succeed in implementing thenew philosophy. Iillerich G rads %y 3o., the makers o (ouisville 'lugger %ase%all %at,have used Deming1s ;A points since ;elch, instit+te/ le!/ers0i1tr!iningcourses at all levels o the organi)ation. The -eneral 4lectric training coursestaught leadership approaches and models and provided the opportunity or teams todevelop solutions or real %usiness pro%lems.Many o the solutions the teams developed were implemented. ack >elch supported thedevelopment o a leadership system whereas quality control leaders were developed at alllevels and in all unctions o the organi)ation including research, marketing, manuacturing,sales, fnance and human resources.'enior managers need to %e provided with the skills to implement quality controltechniques and actively participate in the quality council. 'enior management has

numerous responsi%ilities.+t should practice the 10iloso10y o M!n!ge;ent 8y >!n/ering Aro+n/ #MB>A)*

Management should get o+t o t0e oA can su%stantially reduce paperwork. 4ncourage su%ordinates to write onlyimportant messages that need to %e part o the permanent record.

TOTAL



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or e!;1le,Ninko1s e0ecutives perorm normal operating duties or two or three days atone location. This approach is an e0cellent technique or gaining frsthand inormation. Theidea is to let employees think or themselves.'enior management1s role is no longer to make the fnal decision, %ut to make sure theteam1s decision is aligned with the quality statements o the organi)ation. $ush pro%lemsolving and decision making to the lowest appropriate level %y delegating authority andresponsi%ility.'enior managers should stay inormed on the topic o quality improvement %y reading%ooks and articles, attending seminars and talking to other TQM leaders. The leader sends

a strong ;ess!ge to t0e s+8or/in!tes 70en 0es0e !s@s i t0ey 0!ve re!/ !1!rti5+l!r 8oo@ or !rti5le.

The needed resources should %e provided to train employees in the TQM tools andtechniques, the technical requirements o the Ho% and saety. Oesources in the orm o theappropriate equipment to do the Ho% should also %e provided.

Senior ;!n!gersshould fnd time to cele%rate the success o their organi)ation1s qualityeorts %y personally participating in award and recognition ceremonies. This activity is ane0cellent opportunity to reinorce the importance o the eort and to promote TQM./ phone call or handshake com%ined with a sincere Ft0!n@ yo+ or ! o8 7ell /oneis apowerul orm o recognition and reward. "ne o the duties o the quality council is toesta%lish or revise the recognition and reward system. +n particular, senior management1s

incentive compensation should include quality improvement perormance. /lso, provisionsshould %e made to reward teams as well as creative individuals.

'enior managers should %e visi%le and actively engaged in the quality eort %y serving onteams, coaching teams and teaching seminars. They should lead %y demonstrating,communicating and reinorcing the quality statement. /s a rule o thum%, they shouldspend a%out one*third o their time on quality.

/ very i;1ort!nt roleo senior managers is listening to internal and e0ternal customersand suppliers through visits, ocus groups and surveys. This inormation is translated intocore values and process improvement proHects.Anot0er very i;1ort!nt role is 5o;;+ni5!tion. The o%Hective is to create awareness

o the importance o TQM and provide TQM results in an ongoing manner.The TQM message should %e Fsol/ to personnel, or i they do not F8+y it. TQM willnever happen. +n addition to internal eorts, there should %e e0ternal activities withcustomers and suppliers, media and advertising in trade maga)ines and interaction withthe quality community.By ollo7ing t0e 1re5e/ing s+ggestions, senior mangers should %e a%le to drive earout o the organi)ation, %reak down %arriers, remove system road%locks, anticipate andminimi)e resistance to change, i.e. in general change the culture. "nly with theinvolvement o senior management can TQM %e a success.

.*&*$* Con5l+sion o Role o T"M le!/ers;. /ll are responsi%le or quality improvement especially the senior management G

34"1s=. 'enior management must practice M>/@. 4nsure that the team1s decision is in harmony with the quality statements o the

organi)ationA. 'enior TQM leaders must read TQM literature and attend conerences to %e aware o

TQM tools and methodsB. 'enior managers must take part in award and recognition ceremonies or cele%rating

the quality successes o the organi)ationC. 3oaching others and teaching in TQM seminars

TOTAL



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. 'enior managers must liaise with internal ,e0ternal and suppliers through visits,ocus groups, surveys

F. They must live and communicate TQM.

.*(* IMLEMENTATION$* The T"M i;1le;ent!tion 1ro5ess 8egins 7it0 senior ;!n!ge;ent !n/, most

importantly, with the 34"1s commitment. The importance o the seniormanagement1s role cannot %e overstated.

.* (eadership is essential /+ring every 10!seo the implementation process and

particularly at the start. +n act, indierence and lack o involvement %y seniormanagement are requently cited as the principal reasons or the ailure o qualityimprovement eorts.

9* Delegation and rhetoric are insu6cient. +nstead, involvement is required. Senior;!n!ge;ent nee/s to 8e e/+5!te/ in t0e T"M 5on5e1ts*

:* +n addition to ormal education, managers s0o+l/ visit s+55ess+l T"Morg!ni!tions, re!/ sele5te/ !rti5les !n/ 8oo@s !n/ !tten/ se;in!rs !n/5oneren5es. The ne0t step is or senior management to develop animplementation plan.

'* Ti;ing o t0e i;1le;ent!tion 1ro5ess 5!n 8e very i;1ort!nt. +s theorgani)ation ready to em%ark on the total quality Hourney# There may %e someoreseea%le pro%lems, such as a reorgani)ation, change in senior management

personnel, interpersonal con&icts, a current crisis, or a time*consuming activity.These pro%lems may postpone implementation to a more avora%le time.

3* The ne0t step is the ormation o the Quality 3ouncil. +nitiation o these duties is asu%stantial part o the implementation o TQM. T0e /evelo1;ent o 5ore v!l+es, !vision st!te;ent, ! ;ission st!te;ent !n/ ! =+!lity 1oli5y st!te;ent, 7it0 in1+tsro; !ll 1ersonnel, s0o+l/ 8e 5o;1lete/ 6rst*

The active involvement o ;i//le ;!n!gersand frst*line supervisors is essential

to the success o the TQM eort. They are accounta%le or achieving many o theorgani)ationRs perormance goals and o%Hectives. They orm enduring links in thecommunication chain rom senior management to the ront*line workers. >ithoutmiddle managementRs early and active support, the TQM eort could ail.

'enior management needs to ens+re t0!t ;!n!gers !t !ll levels 0!ve !no11ort+nity, as soon as possi%le, to develop ownership in the TQM eort. +t shouldalso %e ensured that they have a chance to acquire the insight and skills necessaryto %ecome leaders.

/way to accomplish this concept is to have a retreat. The retreat will ocus on TQM

training, leadership skills and active involvement in the development o theorgani)ationRs statements.

+ there is a union, there should %e early discussions with the representatives on

TQM. Managers should involve union leaders %y sharing with them implementationplans or TQM. /s the quality eort progresses, managers and union leaders shouldwork together on quality improvement activities. Eor e0ample, the 2nited /uto>orkers have worked closely with the %ig three automakers in their TQM activities./t this stage o the implementation process, it is important to communicate TQM tothe entire organi)ation. 3ommunication is important throughout the implementationstage and is necessary to create TQM awareness, interest, desire and action.

Everyone nee/s to 8e tr!ine/ in =+!lity !7!reness !n/ 1ro8le; solving .

This training is conducted when the employee is placed in a proHect team or the workgroup is ready or the training.

3ustomer, employee and supplier surveys should %e conducted to %enchmark the

attitudes o these three stakeholders. +normation rom these surveys provides ideasor quality improvement proHects.

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T0e =+!lity 5+rri5le /eter;ines t0e =+!lity i;1rove;ent 1roe5ts* In

!//ition, the council esta%lishes the proHect teams and work groups and monitorstheir progress. The organi)ation has to %e patient and should not rush the teams orsolutions that do not eliminate the root causes. There is oten a tendency to rush theimplementation process. T43'T/O, a small %usiness, was a%le to achieve savings omore than X@ million the frst year o its TQM program. "n the other hand, Narlee, aMalcolm aldrige 7ational Quality /ward >inner, did not achieve result until the thirdyear %ut then there was more than a @??W increase in the organi)ation1s %ottomline.

.*(*$ Con5l+sion o T"M i;1le;ent!tion;. egins with 'r. Managers and 34"1s=. Timing o the implementation process@. Eormation o Quality councilA. 2nion leaders must %e involved with TQM plans implementationB. 4veryone in the organi)ation needs to %e trained in quality awareness and pro%lem

solvingC. Quality council decides Q+$ proHects.

.** "UALITY COUNCILIn or/er to 8+il/ =+!lity into t0e 5+lt+re, a Quality 3ouncil is esta%lished topreside over all direction. +t acts as a driver or the TQM engine. +n a typical

organi)ation, the council is composed o the 34", the senior managers o theunctional areas such as design, marketing, fnance, production and quality and acoordinator or consultant. + there is a union, consideration should %e given to havinga representative in the council.

'ome organi)ations such as Eriendly +ce 3ream o >il%aham, M/, include ront*linerepresentatives rom every area. / coordinator is necessary to assume some o theadded duties that a quality improvement activity requires. The individual selected orthe coordinator1s position should %e a %right young person with e0ecutive potential.

That person will report to the 34".

The responsi%ility o the coordinator is to %uild t7o47!y tr+st,propose team needsto the council, share council e0pectations with the team and %rie the council onteam progress. +n addition, the coordinator will ensure that the teams areempowered and know their responsi%ilities. The coordinator1s activities are to assistthe team leadersL share lessons learned among teams and have regular leaders1meetings.

+n smaller organi)ations where managers may %e responsi%le or more than oneunctional area, the num%er o mem%ers will %e smaller. /lso, a consultant wouldmost likely %e employed rather than a coordinator.

In gener!l, t0e /+ties o t0e "+!lity Co+n5il !re !s ollo7s2;. Develop, with input rom all personnel, the core values, vision statement, mission

statement and quality policy statement.=. Develop the strategic long*term plan with goals and the annual quality improvement

program with o%Hectives.@. 3reate the total education and training plan.A. Determine the perormance measures or the organi)ation approve those or the

unctional areas and monitor them.B. 3ontinually determine those proHects that improve the processes, particularly those

that aect e0ternal and internal customer satisaction.C. 4sta%lish multi*unctional proHect and departmental or work group teams and

monitor their progress.TOTAL



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. 4sta%lish or revise the recognition and reward system to account or the new ways odoing %usiness.

In large organi'ations, 2uality councils are also established at lower level of thecorporation.Their duties are similar %ut relate to that particular level in the organi)ation.+nitially, these activities will require additional work %y council mem%ers. Iowever, in thelong term, their Ho%s will %e easier. These councils are the instruments or perpetuating theidea o never*ending quality improvement.

On5e t0e T"M 1rogr!; is 7ell est!8lis0e/, ! ty1i5!l ;eeting !gen/! ;ig0tin5l+/e t0e ollo7ing t0ings2

$rogress report on teams

3ustomer satisaction report

$rogress on meeting goals

7ew proHect teams

Oecognition dinner

Event+!lly, 7it0in t0ree to 6ve ye!rs, the Quality 3ouncil activities will %ecome soingrained in the culture o the organi)ation that they will %ecome a regular part o thee0ecutive meeting. >hen this state is achieved, a separate Quality 3ouncil is no longerneeded. Quality %ecomes the frst item on the e0ecutive1s meeting agenda.3orning1s Telecommunications $roducts Division1s 9T$D: leadership system or qualitycouncil duties are shown infgure ;A.;.

Con5l+sion "+!lity Co+n5il;. The quality council includes 34" and senior managers o the unctional areas

*research, manuacturing, fnance, sales, marketing etc. and one co*coordinator anda union representative.

=. Duties* To develop the Quality statements e.g. ision, Mission, Quality policystatements, 3ore values etc.

@. To develop strategic long*term plans and annual quality improvement programme.A. Make a quality training programme

TOTAL



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B. Monitor the costs o poor quality.C. Determine the perormance measures or the organi)ation. /lways fnd proHects that improve the processes and produce customer satisaction.F. 4sta%lish work*group teams and measure their progress.OR

;. 2nity o purpose is a key to leadership system.=. 3ore values and concepts provide that unity o purpose. The core values andconcepts ena%le a ramework or leaders throughout the organi)ation to make theright decisions.

@. They oster TQM %ehavior and defne the culture.A. 4ach organi)ation will need to develop its own values.B. -iven here are the core values, concepts and r!;e7or@ or t0e M!l5ol;

B!l/rige N!tion!l "+!lity A7!r/*C. They can %e used as a starting point or any organi)ation as it develops its own.

Core Values and ConceptsThe Criteria are built on the following set of interrelated Core Values and Concepts:

! Y visionary leadership

"! Y custo#er$driven e%cellence&! Y organi'ational and personal learning

(! Y valuing wor)force #e#bers and partners

*! Y agility+! Y focus on the future

,! Y #anaging for innovation

-! Y #anage#ent by fact

.! Y societal responsibility

/! Y focus on results and creating value

! Y syste#s perspective

These values and concepts0 described below0 are e#bedded beliefs and behaviors found in highperfor#ing

organi'ations! They are the foundation for integrating )ey perfor#ance and operational re1uire#ents within a

results$oriented fra#ewor) that creates a basis for action and feedbac)!

.*$%*$* Vision!ry Le!/ers0i1

;. /n organi)ation1s senior le!/ers nee/ to set /ire5tionsand high e0pectationsand create a customer*oriented 5le!r !n/ visi8le =+!lity v!l+es*

=. alues, directions and e0pectations nee/ to !//ress !ll st!@e0ol/ers.@. T0e le!/ers nee/ to ens+re t0e 5re!tion o str!tegies, systems and methods

or achieving e0cellence.A. 'trategies and v!l+es s0o+l/ 0el1 g+i/e !ll !5tivities and decisions o the

organi)ation.B. Senior le!/ers s0o+l/ 5o;;it to t0e /evelo1;ent o t0e entire 7or@or5e .

C. Eurther, they should en5o+r!ge 1!rti5i1!tion, learning, innovation and creativity%y all employees.

. T0ro+g0 t0eir 1erson!l rolesin planning, communications, review or organi)ationperormance and employee recognition, senior leaders serve as role models,reinorcing the values and e0pectations and %uilding leadership and initiativethroughout the organi)ation

.*$%*.* C+sto;er4Driven E5ellen5e

;. Quality is %est Hudged %y the 5+sto;ers.

TOTAL



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=. /ll product and service characteristics that 5ontri8+te v!l+e to t0e 5+sto;erandlead to customer satisaction, preerence and retention should %e the ocus o anorgani)ationRs management system.

@. C+sto;er4/riven e5ellen5e has %oth current and uture components**understanding todayRs customer desires and marketplace oerings as well as utureinnovations.

A. V!l+e !n/ s!tis!5tion may %e in&uenced %y many actors throughout thecustomerRs overall purchase, ownership and service e0periences.

B. These actors include the organi)ationRs relationship with customers that help 8+il/

tr+st, 5on6/en5e !n/ loy!lty*C. This concept o =+!lity in5l+/es not only t0e 1ro/+5t !n/ servi5e

50!r!5teristi5sthat meet %asic customer requirements %ut also those eatures andcharacteristics that dierentiate them rom competing oerings.

. 'uch dierentiation may %e %ased upon new or modifed oerings, com%inations oproduct and service oerings, customi)ation o oering, rapid response, or specialrelationships.

F. C+sto;er4/riven =+!lity is t0+s ! str!tegi5 5on5e1t. +t is directed towardcustomer retention, market*share gain and growth. +t demands constant sensitivityto changing and emerging customer and market requirements and the actors thatdrive customer satisaction and retention.


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4nhancing your organi)ationRs perormance in ulflling its pu%lic responsi%ilities andservices as a good citi)en 4mployeesR success depends largely on having opportunities orpersonal learning and practicing new skills. "rgani)ations invest in employeesR personallearning through education, training and other opportunities or continuing growth, such as

Ho% rotation. "n the Ho% training oers a cost eective way to train and to %etter linktraining to your organi)ational needs and priorities.

erson!l le!rning 5!n res+lt in t0e ollo7ing2V More satisfed and versatile employees who stay with the organi)ation

V "rgani)ational cross*unctional learningV /n improved environment or innovation

Thus, learning is directed not only toward %etter products and services %ut also toward%eing more responsive, adaptive and e6cient. This gives your organi)ation marketplacesustaina%ility and perormance advantages.

.*$%*:* V!l+ing E;1loyees !n/ !rtners/n organi)ationRs success depends increasingly upon the skills, knowledge, creativity andmotivation o its employees and partners. aluing employee1s means committing to theirsatisaction, development and well*%eing. +ncreasingly, this involves more &e0i%le, highperormance work practices tailored to employees with diverse workplace and home lieneeds.

M!or 50!llenges in t0e !re! o v!l+ing e;1loyees in5l+/e t0e ollo7ing2;. Demonstrating your leadersR commitment to your employeesR success=. Oecognition that goes %eyond the regular compensation system@. Development and progression within your organi)ationA. 'haring your organi)ationRs knowledge so that your employees can %etter serve your

customers and contri%ute to achieving your strategic o%HectivesB. 3reating an environment that encourages risk*taking.

or e!;1le,'outhwest /irlines always puts customers second and employees frst.'outhwest lives up to its promises to employees, so there is no sense o %etrayal to keeppeople rom enthusiastically contri%uting. +t reuses to lay o employees even when airlineworkers are laid o industry wide. +t has the most productive workorce servicing twice thenum%er o passengers per employee o any other airline "rgani)ations need to %uildinternal and e0ternal partnerships to %etter accomplish overall goals.+nternal partnerships might involve creating network relationships among your work unitsto improve &e0i%ility, responsiveness and knowledge sharing.40ternal partnerships might %e with customers, suppliers and education organi)ations.'trategic partnerships or alliances are increasingly important. 'uch partnerships mightoer entry into new markets or a %asis or new products or services. /lso, partnershipsmight permit the %lending o your organi)ationRs core competencies or leadershipcapa%ilities with the complementary strengths and capa%ilities o partners. Eor instance,%ecause o 'outhwest /irlines spirit o cooperation with co*workers, they requested threeadvertising companies to work together to develop 'outhwestRs marketing campaign.'uccessul internal and e0ternal partnerships develop longer*term o%Hectives, there%ycreating a %asis or mutual investments and respect. $artners should address the keyrequirements or success, means or regular communication, approaches to evaluatingprogress and means or adapting to changing conditions. +n some cases, Hoint educationand training could oer a cost eective method or employee development.

.*$%*'* Agility(agility. the ability to think and draw conclusions quickly; intellectual acuity);. 'uccess in glo%al markets demands agility.=. /ll aspects o e*commerce require and ena%le more rapid, &e0i%le and customi)ed

responses.

TOTAL



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@. "rgani)ations ace ever*shorter cycles or the introduction o new and improvedproducts and services, as well as or aster and more &e0i%le response to customers.

A. MaHor improvements in response time oten require simplifcation o work units andprocesses and the a%ility or rapid changeover rom one process to another.

B. 3ross*trained and empowered employees are vital assets in such a demandingenvironment.

C. / maHor success actor in meeting competitive challenges are the design*to*introduction cycle time.

. To meet the demands o rapidly changing markets, organi)ations need to carry out

stage*tostage integration.F. or e!;1le,'outhwest /irlines reduced each planeRs time at the terminal to ten

minutes %ecause o concurrent engineering o activities, rom the research conceptto commerciali)ation.


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"rgani)ations depend on the measurement and analysis o perormance. 'uchmeasurements should derive rom %usiness needs and strategy, and should provide criticaldata and inormation a%out key processes, outputs and results. Many types o data andinormation are needed or perormance management. $erormance measurement shouldinclude the ollowing8

V 3ustomer, product and service perormanceV 3omparisons o operation, market and competitive perormanceV 'upplier, employee and cost and fnancial perormance

/nalysis reers to e0tracting larger meaning rom data and inormation to support

evaluation, decision*making and operational improvement. /nalysis entails using data todetermine trends, proHections and cause and eect relationships that might not otherwise%e evident. /nalysis supports a variety o purposes such as the ollowing8

$lanning

Oeviewing overa

unit – ii leadership tqm- sbmallur

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