Running head. ROLE OF LEADERSHIP 1 ROLE OF LEADERSHIP 4 Role of Leadership Olena Spears BADM370-1803B Professor Kaner 29 Aug 2018 Role of Leadership Question 1 The approach of senior management towards the quality management is subjected to perfection, the speed of delivery, satisfying the customer and doing it right in the first time. The senior management was stuck in the years of handling quality ethics in the organization. The underlining outcome that led to the possible outcome was the one that was used repeatedly. There were differences between the senior management orientation approaches towards quality management with that of middle and first line managers. Normally senior managers always focus on quality; high performance and the total quality control. (Westcott, 2013) Question 2 There are some of the factors that have led to a more comprehensive strategic view of this quality management. Quality management leadership is based on the ethics and integrity, this leadership qualities management was founded as a result of calls for fairness, sincerity and equal participation of all parties involved. In order to achieve the total quality management, there is a need for involving all parties through encouraging teamwork in an organization. In order to achieve total quality management has the strategic views which include, trust, training, teamwork, teamwork, leadership and recognition. (Morfaw, 2009).  Question 3 Organizations use ethics to establish guidelines in the form of business codes of conduct that are required to guide the employees in their workplace. Normally integrity refers to values, morals, and how a person is honest. Customers require honesty, sincerity and good morals when being served because trust comes with integrity which comes from the ethical conduct. If the organization will refuse to implement integrity in their workplace the total quality management cannot be achieved. So trust is a key element of total quality management that ensures customer satisfaction thus building the cooperative environment which is key for total quality management. Why do some quality initiatives fail? Some of the reasons as to why quality initiative fail in some of the organizations include empowerment of the employees without a clear strategy of ensuring ethical issues in the organization are adhered to. Also, poor communication will fail the quality initiative in the organization because few of the employees will understand the program. Focusing on the performance rather than improvement achieved for customers is not enough to create a competitive environment. References Morfaw, J. N. (2009). Total quality management (TQM): A model for the sustainability of projects and programs in Africa. Lanham [Md.: University Press of America. Westcot.

1. Running head. ROLE OF LEADERSHIP
1
ROLE OF LEADERSHIP
4
Role of Leadership
Olena Spears
BADM370-1803B
Professor Kaner
29 Aug 2018
Role of Leadership
Question 1
The approach of senior management towards the quality
management is subjected to perfection, the speed of delivery,
satisfying the customer and doing it right in the first time. The
senior management was stuck in the years of handling quality
ethics in the organization. The underlining outcome that led to
the possible outcome was the one that was used repeatedly.
There were differences between the senior management
orientation approaches towards quality management with that of
middle and first line managers. Normally senior managers
always focus on quality; high performance and the total quality
control. (Westcott, 2013)
Question 2
There are some of the factors that have led to a more
comprehensive strategic view of this quality management.
Quality management leadership is based on the ethics and
integrity, this leadership qualities management was founded as a
result of calls for fairness, sincerity and equal participation of
all parties involved. In order to achieve the total quality
management, there is a need for involving all parties through
encouraging teamwork in an organization. In order to achieve
total quality management has the strategic views which include,

2. trust, training, teamwork, teamwork, leadership and recognition.
(Morfaw, 2009).
Question 3
Organizations use ethics to establish guidelines in the form of
business codes of conduct that are required to guide the
employees in their workplace. Normally integrity refers to
values, morals, and how a person is honest. Customers require
honesty, sincerity and good morals when being served because
trust comes with integrity which comes from the ethical
conduct. If the organization will refuse to implement integrity
in their workplace the total quality management cannot be
achieved. So trust is a key element of total quality management
that ensures customer satisfaction thus building the cooperative
environment which is key for total quality management.
Why do some quality initiatives fail?
Some of the reasons as to why quality initiative fail in some of
the organizations include empowerment of the employees
without a clear strategy of ensuring ethical issues in the
organization are adhered to. Also, poor communication will fail
the quality initiative in the organization because few of the
employees will understand the program. Focusing on the
performance rather than improvement achieved for customers is
not enough to create a competitive environment.
References
Morfaw, J. N. (2009). Total quality management (TQM): A
model for the sustainability of projects and programs in Africa.
Lanham [Md.: University Press of America.
Westcott, R. (2013). The certified manager of
quality/organizational excellence handbook. Milwaukee,
Wisconsin: ASQ Quality Press.
Running head: Quality Management
1

3. Quality Management
3
Olena Spears
Quality Management
Professor Kaner
18 Aug 2018

4. Quality Management
Before the advent of the total quality management concept, the
senior management preferred to hire experienced sales agents.
The senior management for example hired sales agents that had
worked for a very long time and achieved a lot of success. What
the management could do is offer to pay sales agents working
for other companies high commissions should they choose to
leave the organizations they were working for and come. The
management also promised the successful sales agents from
other companies to be employed permanently should they
choose to come. This attracted many sales agents.
The main thing that has led to a more comprehensive strategic
view of total quality management is the realization that
production of products of high quality led attracted many
customers. The management realized that the times during
which products of high quality were produced, high sales were
recorded. The management began to monitor the company’s
performance the first time that the management realized this.
The main reason for monitoring was to help them ascertain
whether what they had noticed was really true. Their plan was
to develop new strategies should they establish that what they
were seeing was true.
A few of the benefits of a more comprehensive strategic view
include increased sales and profits. The management began to
realize increased sales when they decided to improve the quality
of the company’s products. They were surprised to realize that
the sales continued to increase even when its sales agents were
not mobilized into the market to promote the company’s
products. Upon noticing this, the management stopped
immediately from employing more sales agents. The sales
agents that had already been employed were however not laid
off.

5. References
Anca Madar (2015) Implementation of total quality management
Case study: British Airways. Bulletin of the Transilvania
University of Braşov Series V: Economic Sciences
Sang M Lee, (2015). The age of Quality
Innovation.International Journal of Quality Innovation
Running head: Role of Leadership
1
Role of Leadership
3
Role of Leadership
Olena Spears
BADM370-1803B
Professor Kaner

6. 29 Aug 2018
Role of Leadership
A few of the senior management's role in successful quality
improvement programs include acting as a facilitator and a
resource provider. Acting as a facilitator involves making the
process of quality improvement to be smooth. The main reason
for this is that the manager and all the people involved in the
implementation of the quality improvement will be discouraged
from executing their strategy if it will appear to be difficult.
What this means is that all the planned quality improvement
activities will not amount to anything. It also means that the
organization will miss getting all the benefits that come as a

7. result of improving the quality of products and services.
All firms must adopt the above roles so as meet customer
requirements as well as satisfaction. What normally happens is
that any firm that fails to meet the needs of its customers ends
up experiencing low sales. As a result of this, such firms end up
earning low revenue and low profits. This increases their risk of
closure. The main reason for this is that in such situations,
many organizations fail to meet the costs that they incurred
when producing goods and services.
Some of the risks of not using the above roles include the
possibility of time wastage due to regular planning and also the
likelihood of incurring high costs. Planning in any organizations
consumes a lot of time. Conducting planning on a regular basis
will mean that many planners will have to set aside many days
of planning. If the number of days will be high, a lot of time
will be wasted. High costs will be incurred as a result of the
expenses associated with the planning activity. Senior and
middle management can derive the metrics to use to monitor and
communicate performance by setting goals and objectives and
establishing performance indicators.
References
Bernard, S. K. (2016). Role of leadership in knowledge
management: a study. Journal of knowledge management, 12(4),
3-15.
Daniel, F., & Mohamed, H. (2015). Visionary leadership and
strategic management. Strategic management journal, 10(S1),
17-32.
Edward, R. D., & Hicks, M. A. (2015). The role of strategic
leadership: Achieving and maintaining strategic competitiveness
in the 21st century. Academy of Management Perspectives,
13(1), 43-57.
Running head: Quality Control Manual

8. 1
Quality Control Manual
2
Olena Spears
Quality Control Manual
Professor Kaner
20 Aug 2018
Quality Control Manual
Quality control began during the Stone Age when human beings
were using stone tools to carry out their activities. When human
beings began to manufacture products during the industrial
revolution age, quality control was factored in to improve the
newly innovated products. Manufacturing plants set up

9. laboratories where researchers could design improved forms of
the existing products. Business organizations began to realize
that the efficiency of the invented products improved as they
modified the products. They also realized that continued
modification of the initial products led to the discovery of other
products.
Quality control is needed to so as to improve the value of a
product. The main reason for this is that the quality of a product
plays a great role when it comes to marketing. Consumers tend
to prefer products that are of high quality. This is because high
quality products offer full satisfaction to the existing needs.
Based on this fact, a company selling products of high quality
tends to experience high sales as well as high profits. The high
profits experienced are due to the fact that consumers are
always more willing to pay more for products of high value.
The other reason as to why quality control is needed is so as to
improve the efficiency of the existing products. The stone tools
for example that were used by early human beings were less
efficient when compared to the new tools that came later. Early
human beings spend a long time cutting a tree using a stone
than the latter generation that used cutting tools made from
steel. Unlike the previous generation, this generation spent less
time to cut trees. One thing that can be noticed in this example
is the fact that newly invented steel tools led to improved time
efficiency.
References
Bernard, K., & Loftus, J. H. (2015). Introduction to quality
control (Vol. 98). Tokyo: 3A Corporation.
Daniel, K. (1976). Guide to quality control: industrial
engineering and technology. Tokyo, Japan: Asian Productivity
Organization.