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Total Quality Management (TQM)

Total Quality Management (TQM). EVOC 509. With Contributions From Don Bertucci, Chaffey JUHSD And True Colors http://www.truecolors.org/ True Colors Store http://web.true-colors.com/.

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Total Quality Management (TQM)

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  1. Total Quality Management (TQM) EVOC 509 With Contributions From Don Bertucci, Chaffey JUHSD And True Colors http://www.truecolors.org/ True Colors Store http://web.true-colors.com/

  2. Objectives: By the end of this lesson given information, activities and tools, scholars will be able to: • Describe problem solving modalities and models • Discuss how applying modalities and models promote effective management • Develop good working relationships with staff based upon strengths and weaknesses • Discuss and apply effective management decisions through critical thinking skills • Apply models and modalities to solve staff problems and resolve staff conflicts • Develop an action plan for crisis management, emergencies and complaints • Discuss and apply Total Quality Management (TQM) techniques in school operation • Use resources for more information and tools about management modalities and models

  3. Total Quality Management (TQM) • TQM is built upon meeting staff needs • An administrator who focuses more on meeting staff needs than on making their jobs easier build loyalty • A loyal staff will comply with management requests in a positive manner even if the task is a “necessary evil”

  4. Management is a journey, not a destination • Evaluate the teacher needs • Individual needs • Collective needs • Evaluate how to meet the needs • Evaluate how effectively needs were met through established feedback procedures • Re-evaluate needs based on performance outcomes

  5. Approximate Comparison of Management Style Systems (Miscisin, 2001)

  6. What Is Your Management Style? TRUE COLORS Keirsy Temperament Sorter II

  7. TRUE COLORS • Review the four True Color cards • Place them in order of “most like you” to “least like you.” • Assess the results to identify your style • Is one color prevalent? • Are you a combination? • Is one color non-applicable? • How will the result impact your management of each of the colors? Reference: True Colors http://www.truecolors.org/ True Colors Store http://web.true-colors.com/ Showing Our True Colors, Mary Miscisin

  8. TRUE COLORS • Review the four True Color cards • Place them in order of most like to least like you • Identify and record your • Strengths • Values • Needs • Joys • True Colors Personality Test • Reference: True Colors Solutions http://www.truecolors.org/programs_solutions.html

  9. Reference: Become A Facilitator/Trainer http://www.truecolors.org/facilitator_trainer.html

  10. TRUE COLORS - IMPROVING RELATIONSHIPS With a Bright Green By: • Recognizing their need for independence • Valuing their abstract thinking • Helping them with day-to-day details • Preserving their privacy to think and read • Accepting their lack of romantic gestures • Realizing their stress comes from the fear of appearing foolish • Allowing them to be self critical • Understanding they esteem themselves by being competent • Praising with ingenuity • Reference: Meaning Behind the Colors • http://www.truecolors.org/color_meanings.html

  11. TRUE COLORS - IMPROVING RELATIONSHIPS With a Bright Orange By: • Recognizing their need for freedom • Valuing their playfulness • Helping them to think before they act • Spontaneously playing with them • Realizing their stress comes from lack of excitement • Reinforcing their optimism • Praising their skills • Responding to their generosity • Reference: Meaning Behind the Colors • http://www.truecolors.org/color_meanings.html

  12. TRUE COLORS - IMPROVING RELATIONSHIPS With a Bright Blue By: • Making romantic gestures • Having intimate talks • Recognizing their need to contribute • Providing a caring atmosphere • Expressing your feelings • Being open and responsive • Reference: Meaning Behind the Colors • http://www.truecolors.org/color_meanings.html

  13. TRUE COLORS - IMPROVING RELATIONSHIPS With a Bright Gold By: • Caring about their need for security • Doing some reasonable planning • Praising their responsible actions • Remembering sentimental moments • Acknowledging their stability • Responding to important dates • Reference: Meaning Behind the Colors • http://www.truecolors.org/color_meanings.html

  14. Keirsy Temperament Sorter II Take the Keirsy Temperament Sorter http://www.advisorteam.com/temperament_sorter/register.asp?partid=1 • Review the four personality types • What is the best way to work with each personality type? • Which personality type are you? • Compare your personality type with your True Color • How will the result impact your management of each of the four types?

  15. Idealists As Abstract Cooperators, Idealists speak mostly of what they hope for and imagine might be possible for people, and they want to act in good conscience, always trying to reach their goals without compromising their personal code of ethics. More about Idealists (Click Here)

  16. Artisans As Concrete Utilitarians, Artisans speak mostly about what they see right in front of them, about what they can get their hands on, and they will do whatever works, whatever gives them a quick, effective payoff, even if they have to bend the rules. More about Artisans (Click Here)

  17. Rationals As Abstract Utilitarians, Rationals speak mostly of what new problems intrigue them and what new solutions they envision, and always pragmatic, they act as efficiently as possible to achieve their objectives, ignoring arbitrary rules and conventions if need be. More about Rationals (Click Here)

  18. Guardians As Concrete Cooperators, Guardians speak mostly of their duties and responsibilities, of what they can keep an eye on and take good care of, and they're careful to obey the laws, follow the rules, and respect the rights of others. More about Guardians (Click Here)

  19. How does this help us work with people? • Compare the Keirsey Personality Types with the True Colors Personality Types • In what ways is your personality type compatible with the other personality types? • In what ways is your personality type diametrically opposed to the other personality types? • Are there shades or your personality in any of the other personality types?

  20. Some Effective Strategies Isolate and Identify the Problem - Clarify the issue Avoid generalizations Be specific The real problem may not be the complaint Address the problem Do not attack the person Avoid intimate words (you) and say (it, them) Empathize - Use echo technique to understand points-of-view Address, don’t avoid emotions - Emotions generate barriers Adopt non-threatening open posture/expressions Ask Question, don’t give orders Use contracts, involve them in solutions and accountability Regardless and Nevertheless are powerful words

  21. Total Quality Management PLAN – DO – STUDY - ACT PLAN ACT DO STUDY

  22. Considerations and Compliance • Politics - Internal and External • Working with School Site Staff • Working within District Guidelines • Multi-Site Supervision • Performance Evaluations • Unity/Morale • Communication • Recognition • Support

  23. Develop an Action Plan Based on the information from True Colors and the Keirsey Temperament Sorter II, how would you develop an effective working relationship with each of the following problematic personality types? Develop an action plan for each problematic personality type.

  24. Bulldozer / Attack Tanks Traits/Methods - Threatening, bullying, loud, physically intimidating, argumentative, intrusive. Goals - Dominance, control, winning. Techniques to defuse - Don’t be intimidated. Keep eye contact, open posture, isolate and seat them close to you. Don’t react to trigger words. Clarify the problem and possible solutions.

  25. Sniper/Guilt Master Traits/Methods - Snide remarks, double meaning, rumors, labeling, quick to lay blame. Goals - “Scoring” without being seen, shifting blame, lowering others self-esteem to elevate their own. Passive-aggressive behavior. Techniques to defuse - Take away their camouflage. Ask what they mean, tell them how it made you feel. Clarify what you will not tolerate. Isolate them, tell them you intend them to confront them in the future, give them alternative ways to approach you.

  26. Nay Sayers Traits/Methods - “I can’t”, nothing works, never supplies solution, constant questioning of rules and procedures, brings up negatives in all proposals. Goals - Avoidance, passive aggressive anger expressed toward authority figures. Techniques to defuse - Challenge and identify their negativism. Ask them to identify positives. Put them in a responsible position.

  27. Complainers/Whiners Traits/Methods - Never satisfied, “yes-but’s”, repeated complaints, presents no-win situations. Rebuts all solutions, doesn’t take positive action, uses “never” and “always”, projects hopelessness. Goals - Sympathy, attention, avoidance. Techniques to defuse - Don’t apologize, ignore generalizing, ask for specifics. Write down problem solving steps, don’t allow tangents, involve them in the solution. Set accountability and review dates.

  28. The Quiet Traits/Methods - Indirect, passive, difficult to read, won’t give information or opinions. They hook you in to carrying the conversation. Goals - Same as Indecisive: Avoidance, fear of failure or success, let others solve problems and take responsibility. Techniques to defuse - Use active listening, open ended questions, go into a silent position and wait them out.

  29. Know It All Traits/Methods - Controls discussion, supplies solutions before asked. Answers their own questions, attacks and scorns other opinions. Quotes questionable sources for support of positions. Rigid Goals - Dominance, control, adulation and attention. Techniques to defuse - Feedback what they say, bring up challenges, ask question. Give them credit, reframe and modify.

  30. Over-Agreeable Traits/Methods - Passive, dependent, agrees to anything, won’t make decisions or give honest opinions. Nods head a lot. Goals - Acceptance, approval, avoidance. Techniques to defuse - Tell them you appreciate honesty. Be directive.

  31. References The information in this slide show was compiled from the following references. All of the books cited were reading assignments in other EVOC courses at CSUSB. If you have not taken the other EVOC courses you should obtain and read the books listed. You are encouraged to add them to your reference library.

  32. References Cont’ Mary Miscisin, (2001), Showing Our True Colors: A Fun, Easy Guide for Understanding and Appreciating Yourself and Others, True Colors, Inc., Publishing, Riverside, CA ISBN 1-893320-23-5 True Colors on-line Personality Test, http://www.true-colors-test.com/?OVRAW=true%20colors&OVKEY=true%20colors&OVMTC=standard True Colors Sample Report (PDF File) http://www.true-colors-test.com/true-colors-personality-test.pdf

  33. References Cont’ The Myers/Briggs Foundation http://www.myersbriggs.org/ Take the Myers/Briggs Instrument http://www.capt.org/take-mbti-assessment/mbti.htm David Keirsey, (1998), Please Understand Me II: Temperament Character Intelligence, Matrix Books, Inc. ISBN 1-885705-02-06 https://www.matrixbooksinc.com/page2.html Keirsey Temperament Sorter On-line http://www.advisorteam.com/temperament_sorter/register.asp?partid=1

  34. References Cont’ Situational Leadership On-line http://www.getfeedback.net/sitlead.php Kenneth Blanchard, Patricia Zigarmi, Drea Zigarmi (1985), Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership, William Morrow and Company, NY, ISBN 0-688-03969-3

  35. References Cont’ Kenneth Blanchard, Donald Carew, Eunice Parisi-Carew, (2000), The One Minute Manger Builds High Performing Teams: Excellence Through Team Building, William Morrow and Company, Inc., NY, ISBN 0-688-17215-6 Kenneth Blanchard, Paul Hersey, (1988), Management of Organizational Behavior: Utilizing Human Resources, 5th Ed., Prentice Hall, Englewood Cliffs, NJ, ISBN 0-13-551268-9

  36. References Cont’ Kenneth Blanchard, Spencer Johnson, (1983), The One Minute Manager, William Morrow and Company, Inc., NY, NY, ISBN0-425-09847-8 Spencer Johnson, (1998), Who Moved My Cheese, G.P. Putnam and Sons Publishing, NY, NY, ISBN 0-399-14446-3

  37. References Cont’ George J. Thompson, Ph.D., Jerry B. Jenkins, (1993), Verbal Judo: The Gentle Art of Persuasion, William Morrow and Company, Inc., NY, NY ISBN 0-688-13786-5 Stephen R. Covey, (2004), The 8th Habit: From Effectiveness to Greatness, Free Press, Ny, Ny ISBN 0-684-84665-9

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