The document discusses total quality management (TQM) emphasizing the importance of continuous leadership and quality policy statements in organizations. It details various leadership styles, their characteristics, and effectiveness in promoting quality and team collaboration, while also contrasting management and leadership roles. Key components include the need for a clear vision, effective communication, and a culture dedicated to quality improvement.

1. TOTAL QUALITY MANAGEMENT
Chapter 2

2. Quality Leadership
 Getting quality results is not a short term,
implementing total quality management
requires hands-on, continuous leadership

3. Leadership
 Is the ability to inspire people to make a
total, willing and voluntary commitment
to accomplishing or exceeding
organizational goals

4. Quality Policy Statement
 Guideline for everyone in the organization
as to how they should provide products
and services to the customers.
 It should be written by the CEO &
feedback from the work force & approved
by quality council.

5. Characteristics OF QPS
 Quality is first among equals
 Meet the needs of customers
 Equal or exceed the customers
 Continually improve the quality
 Include business and production practices
 Utilize the entire work force

6. Characteristics of Leaders
 Committed and Knowledgeable
 A missionary Zeal
 Aggressive Targets
 Strong Drivers
 Good Communication skills
 Organized
 Customer contact

7. Leader Vs Non Leaders
 They define and articulate organization
mission very Clearly
 They set goals, priorities and standards
 Leadership is responsibility
 They earn trust, respect and integrity

8. Myths of Leadership
 Rare Skill
 They are Born not Made
 They are charismatic
 They exist at Top
 They Control, Direct, Produce and
manipulate
 They don’t need to learn

9. Leadership for Quality
 Improved Quality
 Decreased Costs
 Improved productivity
 Decreased Prices
 Increased Market Share
 Improved Return on investments
 Longevity in business

10. Principles of Leadership for
Quality
 Customer Focus
 To meet the customer expectations
 Recognizing the Structure of Work
 Organization, order of steps & tools used
 Freedom through Control
 Ordinary person become Boss
 machines run people instead of people running
machines
 Obsession with Quality
 Every employee pursues quality

11. Principles of Leadership for Quality
 Unity of Purpose
Employee should understand, believe &
commit organization mission
 Looking for faults in system
 Team Work
 Continuing Education and Training
It is important to work hard and work Smart

12.  Coercive leader: Demands instant obedience
and focuses on achievement, initiative, and self-
control (effective during time of Crisis otherwise
negative) Mark Edelman of Red cross in 9/11
 Authoritative leader: Inspires employees to
follow a vision, facilitates change, and creates a
strongly positive performance climate (Visionary)
i.e. Bill Gates, Steve Jobs, Elon Musk, Mark Zukerburg
 Affiliative leader: Values people, their
emotions and needs, and relies on friendship
and trust to promote flexibility, innovation.
(ineffective in complex challenges) i.e. Warren
Buffet
© 2013 Cengage Learning. All Rights Reserved. 12
Leadership Styles

13. Leadership Styles (continued)
 Democratic leader: Relies on participation
and teamwork to reach collaborative decisions
(Nelson Mandela)
 Pacesetting leader: Best for attaining quick
results from highly motivated individuals. Can
create a negative climate because of the high
standards that he/she sets (James Cameron &
Jack Welch of GE)
 Coaching leader: Builds a positive climate by
developing skills, encourage to ask,
delegating responsibility, and issuing
challenging assignments (Xerox, Microsoft, IBM)
© 2013 Cengage Learning. All Rights Reserved. 13

14. Leadership Styles (continued)
 Transactional Leaders: Create employee
satisfaction through bargaining for desired
behaviors & performance staying within the
existing structure (Boris Johnson, Howard Schultz of
Starbucks & Gail McGovern of American Red cross in 2008)
 Best-suited for rapidly changing situations,
including those requiring responses to problems
or issues instantly
© 2013 Cengage Learning. All Rights Reserved. 14

15. Leadership Styles (continued)
 Transformational leaders: Raise
employees’ commitment, highly influential,
and foster trust and motivation (Sam Walton of
Walmart & Micheal Dell)
 Is best for organizations with high commitment
and strong stakeholder support
© 2013 Cengage Learning. All Rights Reserved. 15

16. 16
7 Habits of Highly Effective People:
Stephen Covey
Habit 1: Be Pro-Active : Principle of Personal Choice
 The term "proactive" as coined by Victor Frankl, its up to you that you are
in state of proactive or reactive in terms of responding.
 Sometimes it considered as blaming other people and circumstances for
obstacles or problems. (reactive)
 Being proactive means taking responsibility for every aspect of your life.
 Between stimulus and response, we have the power of free will to choose
our response.
Habit 2: Begin with the end in mind: Principle of Personal Vision
 This is about setting long-term goals based on "true north" principles that
will guide your daily life. It is defined by a Personal Mission Statement .
 It would help to Document your own vision in life, its difficult to implement
but essential.

17. Habit 3: Put first things first
• A framework for prioritizing work that is aimed at short-term goals
• Some tasks that appear not to be urgent, are in fact very important.
• Delegation is an important part of time management.
• Successful delegation focuses on results and benchmarks that are
agreed upon in advance, rather than prescribed as detailed work
plans.
17

18. 18
Habit 4: Think win-win (Public Victories)
 An attitude whereby mutually beneficial solutions are sought that satisfy
the needs of all parties involved. It is based on full of emotions are:
 Understanding
 Attend to little things
 Commitments
 Clear expectations
 Personal integrity
Habit 5: Seek first to understand, then to be understood (Public
Victories)
 This habit is the most important principle of interpersonal relations.
 Effective listening is not simply echoing what the other person has said
through the lens of one's own experience.
 It is putting oneself in the perspective of the other person, listening
empathically for both feeling and meaning.

19. Habit 6: Synergy
 Find ways of working in teams.
 Apply effective problem solving.
 Apply collaborative decision making.
 Value differences.
 Build on divergent strengths.
 Leverage creative collaboration.
 Embrace and leverage innovation.
 Kitchen cabinet
Habit 7: Sharpen the saw (continually improve yourself)
 Finally, the seventh habit is one of renewal and continual
improvement, that is, of building one's personal capability.
 To be effective, one must find the proper balance between actually
doing and improving one's capability to do that which you value.
19

20. Management Vs Leaderships
 Management is about
coping with complexity
 It is about planning and
budgeting for complexity
 It has to carry out plans
through organizing and
staffing
 It ensures the
accomplishment of plans
through controlling and
problem solving.
 Leadership is about coping
with change
 It is about setting the
direction for change
through creation of vision
 Aligns people to work
towards the vision
 It motivate and inspires
people to accomplish the
plans

21. Managers Vs Leaders
 Managers Administer
 Managers R Copies
 Managers Maintain
 Managers focus on system
& Structure
 They rely on Control
 They take short view
 They ask how & when
 They accept status quo
 They do things right
 Leaders innovate
 Leaders are Original
 Leaders are develop
 Leaders focus on people
 Leaders inspire
 Leaders take long view
 Leaders ask what & why
 Leaders challenge it
 Leaders do the right thing

22. Leadership & Ethics
 What executive do, What they believe and
value, What they reward and whom are
watched, seen and minutely interpreted
throughout the whole Organization and
nothing is noticed more quickly

23. Leadership and Change
 Following are the good leadership
strategies that help the organization to
deal with uncertainty.
 Have a clear vision & corresponding goals
 Show a strong sense of responsibility
 Be a effective Communicator
 Have high energy level
 Have the will to change

24. The communication plays an import role in leadership it sets up
direction for an organization. Below are some factors of
communication are:
 There must be clear feedback system that encourage two-way
communication at all levels.
 Through proper communication would help to remove barriers.
 There is need of effective communication is required at all
levels through periodical surveys so that clear message would
b transformed.
 The purpose of such communication helps to influence
attitudes, behavior to achieve goals and objectives of an
organization.
Prepared By:
Muhammad Salman
Jamil
24

25.  There are two basic types of
communication are formal & interactive.
25
Type of Communication

26. Discussion regarding Formal & interactive
Communication required
There are multiple requirement of an organization depends upon an
environment. Sometime interactive of un-formal situation required.
Interactive Communication When group discussion is
required you need to required knowledge, information sharing or training
programs management needs to communicate with the staff no one way
communication. Or there is group discussion every member of a group
can ask question. It is required when managers required to share
information with staff such type of communication used.
Formal Communication It’s a primary mode of
communication & considered as one-one communication. Although it has
different shades such as Email or printed media. The use of interned is
also used in this form of communication for external information. There
are other tolls using in this form are satellite television, presentation, video
conferencing etc. are using this form of communication.
26

27.  Introduced in 1959, the 914 copier was a money machine nonpareil. It was
also arguably the finest product ever produced by any company since it
combined four technologies: chemical, optical, mechanical and electronics.
 By the time it was retired in 1973, it was the biggest-selling industrial product
of all time, and Xerox was in the dictionary as a synonym for photocopy.
Success spoiled Xerox. To sustain its rapid growth, it needed to move beyond
copiers, but what could ever measure up to the 70% gross profit margins of the
914?
 The strategy was for a cultural change that enabled and empowered
people with quality tools and processes to:
1. Meet customer requirements.
2. Achieve business priorities.
3. Continuously improve.
27
TQM Exemplary Organization -
Xerox