Quality Management for Organizational Excellence Lecture/Presentation Notes

1. Quality Managementfor Organizational ExcellenceLecture/Presentation Notes By: Dr. David L. Goetsch and Stanley Davis Based on the book Quality Management for Organizational Excellence (Sixth Edition)

2. Nine:Leadership and Change MAJOR TOPICS • Leadership Defined • Leadership for Quality • Leadership Skills: Inherited or Learned? • Leadership, Motivation, and Inspiration • Leadership Styles • Leadership Styles in a Total Quality Setting • Building and Maintaining a Following • Leadership Versus Management • Leadership and Ethics

3. Nine:Leadership and Change(Continued) Major Topics Continued • Leadership and Change • Employees and Managers on Change • Restructuring and Change • How to Lead Change • Lessons from Distinguished Leaders • Servant Leadership and Stewardship • Negative Influences on Leaders: How to Counter Them

4. Nine:Leadership and Change(Continued) • Leadership is the ability to inspire people to make a total, willing, and voluntary commitment to accomplishing or exceeding organizational goals. Good leaders overcome resistance to change, broker the needs of constituent groups inside and outside the organization, and establish an ethical framework. Good leaders are committed to both the job to be done and the people who must do it. They are good communicators and they are persuasive.

5. Nine:Leadership and Change(Continued) • Leadership for quality is based on the following principles: customer focus, obsession with quality, recognition of the structure of work, freedom through control, unity of purpose, looking for faults in the systems, teamwork, and continuing education and training.

6. Nine:Leadership and Change(Continued) • Common leadership styles include the following: democratic, participative, goal-oriented, and situational. The appropriate leadership style in a total quality setting is participative taken to a higher level. Leadership characteristics that build and maintain followership are a sense of purpose, self-discipline, honesty, credibility, common sense, stamina, steadfastness, and commitment.

7. Nine:Leadership and Change(Continued) • Leaders can build trust by applying the following strategies: • Taking the blame • Sharing the credit • Pitching in and helping • Being consistent • Being equitable. • To facilitate change in a positive way, leaders must have a clear vision and corresponding goals, exhibit a strong sense of responsibility, be effective communicators, have a high energy level, and have the will to change.

8. Nine:Leadership and Change(Continued) • When restructuring, organizations should show that they care, let employees vent, communicate, provide outplacement services, be honest and fair, provide for change agents, have a clear vision, offer incentives, and train. • The change facilitation model contains the following steps: • Establish the reality of change • Charter the steering committee • Develop a change vision • Establish antenna mechanisms • Communicate, implement, and incorporate change.

9. Nine:Leadership and Change(Continued) • Servant leadership and stewardship go beyond employee empowerment to employee autonomy and seek to create an environment in which employees perform out of the spirit of ownership and commitment. • Leaders can counter the negative influence of followers by: • Keeping vision and values uppermost in their minds • Looking for disagreement among the advisors • Encouraging truth-telling • Setting the right example • Following their intuition • Monitoring delegated work.