Organization & leadership
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Organization & leadership






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Organization & leadership Organization & leadership Presentation Transcript

    • Organization & Leadership
    By: S. Nabi Total Quality Management
  • Overview
    • Organization for Quality
    • Quality culture & Leadership
    • Motivation & Commitment
  • Organization for Quality
    • Total quality management (TQM)
      • Quality principles are an integral part of organization’s strategic objectives.
        • Applying them to all aspects of operations.
        • Committing to continuous improvement.
        • Striving to meet customers’ needs by doing things right the first time.
  • Cont….
    • Quality and continuous improvement
      • W. Edwards Deming emphasized:
        • Constant innovation.
        • Use of Statistical methods.
        • Training in the fundamentals of quality assurance.
      • Continuous improvement
        • Seeking ways to improve on current performance.
      • Quality circles
        • A small group of workers who meet regularly to discuss ways of improving quality.
  • Cont….
    • Quality and manufacturing technology:
      • Lean production
        • Uses new technologies to streamline systems.
      • Flexible manufacturing
        • Processes can be changed quickly to produce different products or modifications of existing ones.
      • Agile manufacturing/mass customization
        • Permits quick production of individualized products.
  • Cont….
    • Quality and product design:
      • A good design has eye appeal and is easy to manufacture with productivity.
      • Design for manufacturing emphasizes lower production costs and high-quality results.
      • Design for disassembly involves taking into account how components will be recycled.
  • Organizational Culture
    • Organizational culture is the system of shared beliefs and values that develops within an organization and guides the behavior of its members.
  • Levels of organizational culture observable culture and core culture.
  • Organizational Culture
    • Diagnostic questions for assessing cultural differences:
      • How tight or loose is the structure?
      • Are decisions change oriented or driven by the status quo?
      • What outcomes or results are most highly valued?
      • What is the climate for risk taking, innovation?
      • How widespread is empowerment, worker involvement?
      • What is the competitive style, internal and external?
  • Cont…
    • Strong cultures:
      • Commit members to do things that are in the best interests of the organization.
      • Discourage dysfunctional work behavior.
      • Encourage functional work behavior.
    • The best organizations have strong cultures that:
      • Are performance-oriented.
      • Emphasize teamwork.
      • Allow for risk taking.
      • Encourage innovation.
      • Value the well being of people.
  • Cont…
    • What is observable culture?
      • What one sees and hears when walking around an organization.
    • Elements of observable culture:
      • Stories
      • Heroes
      • Rites and rituals
      • Symbols
  • Cont…
    • What is the core culture?
      • Underlying assumptions and beliefs that influence behavior and contribute to the observable culture.
    • Core culture and values:
      • Strong cultures have a small but enduring set of core values.
      • Commitment to core values is a key to long-term success.
  • Cont…
    • Important cultural values include:
      • Performance excellence
      • Innovation
      • Social responsibility
      • Integrity
      • Worker involvement
      • Customer service
      • Teamwork
  • Cont…
    • Value-based management:
      • Describes managers who actively help to develop, communicate, and enact shared values.
      • Criteria for evaluating core values:
        • Relevance
        • Integrity
        • Pervasiveness
        • Strength
  • Cont…
    • Symbolic leadership
      • Symbolic leaders use symbols well to establish and maintain a desired organizational culture.
      • Symbolic leaders behave in ways that espouse organization’s values.
      • Symbolic leaders:
        • Use language metaphors.
        • Highlight and dramatize core values and observable culture.
        • Use rites and rituals to glorify performance.
  • Leadership
    • Premise: 21st century organizations are ripe for a new model of leadership – how it is viewed, practiced, and developed
    • Organizational Drivers
      • Teams as the primary work unit
      • Boundaryless organizations and horizontal coordination
      • Workforce diversity
      • Focus on customer responsiveness
      • Advent of “learning organizations”
    • Emerging Characteristic of New Model for Leadership
      • Reciprocal Relationship of People Working Together
        • Initiated by interaction of people rather than by an individual
      • Shared Meaning Making
        • Joint interpretation of experiences
        • Synthesis of all partial observation
      • Social or group process
        • Spawned from the diverse collective wisdom of individuals working together
    • Premise: Team leadership is distinct from a leader-led team. Team leadership is based on the concept of “team”, while the leader-led team is based on “teamwork.”
    • Basic Principles of “Team Leadership”
      • Jointly create a meaningful purpose
      • Shared leadership
      • Mutual accountability
      • Collective work products
      • Performance goals set and assessed collectively
      • Work approach shaped and enforced by members
    • Basic Principles of a “Leader-led” Team
      • Purpose directed by organizational mission
      • Strong clearly focused leader
      • Individual accountability
      • Individual work products
      • Performance goals set and assessed by leader
      • Work approach directed by leader
  • Deploying “ Team Leadership’’ or “Leader-led Team ”
    • Premise: The use of “team leadership” versus “leader-led team” is determined by the performance challenge to be addressed.
    • “ Team Leadership” is best suited when:
    • – Focus is on strategic not operational results
    • – Real-time collaboration is required
    • – Integration of multiple skills and perspective is necessary
    • – Time frame for producing results is long-term
    • – Performance affects entire organization’s success
    • – Cross-organizational participation is needed
  • Cont…
    • “ Leader-led team” is best suited when:
    • – Performance challenge is operational in nature
    • – Work can be delivered through the sum of individual contributions
    • – Performance results require short time frame
    • – Performance narrowly affects organization’s success
    • – Cross organizational participation is not required
  • Team Leadership
    • Premise: High performing organizations in the future will achieve success through team leadership more than through individual leadership
    • Attributes
      • Mutual trust
      • Constructive conflict
      • Shared commitment
      • Joint accountability
      • Focus on results
    • Practices
      • Challenging the Process
        • Willingness to take risk
        • Exploring new alternatives
        • Learning from mistakes
        • Support team members in these efforts
      • Inspiring Shared Vision
        • Common understanding of purpose
        • Aligning team efforts with organization’s goals
        • Using values to guide action
      • Enabling Others to Act
        • Playing active role in setting goals and planning projects
        • Setting cooperative objectives
        • Sharing information and keeping each other informed
        • Demonstrating mutual respect for one another
      • Modeling the Way
        • Translating shared values into action
        • Mutual accountability
        • Influencing by example
        • Creating small “wins”
      • Encouraging the Heart
        • Emotionally connected to the team
        • Timely feedback
        • Pride in team accomplishments
        • Celebrating together
    • Contributions
      • Legacy of leadership excellence - quality
      • Legacy of future leaders - continuity
      • Legacy of organizational growth - sustainability
  • Leadership Development
    • Premise: A new model of leadership requires a new way of thinking about leadership development
    • Develop capacity to engage in context of interdependence
      • Focusing on collective ability of people to interrelate
      • – Taking responsibility individually and with others
    • Develop People in Context
      • Interactions with people influence who you are
      • Leadership arises in the joint actions of individuals
      • Leadership is about taking part, not taking charge
      • Understand the nature of interrelating, its forms, and effectiveness
      • Quality leadership is dependent upon the vitality of interrelating
  • Cont…
    • Develop Leadership Capacity of Teams
      • Improve the quality of interrelating among people engaged in interdependent work
      • Strengthen collective contributions as the sum total of
      • all interaction of people
      • Enhance ability to resolve conflict constructively
      • Expand capability to engage in quantum thinking
  • Leadership : What Does It Mean & How Do You Get It? Open Discussion and Questions