This document discusses key concepts related to leadership and strategic quality management. It defines leadership as a process of influencing others to accomplish objectives through applying attributes like vision, values and skills. It also discusses strategic quality management as a structured process for establishing long-term quality goals through strategic planning, development and deployment led by top management. Finally, it covers additional topics like corporate social responsibility, quality culture, and change management.

1. 4
Leadership and Strategic Planning
Good business leaders create a vision,
passionately own a vision and relentlessly drive
it till completion.
-Jack Welch
Total Quality Management

2. Learning Objectives
After studying this chapter, you should be able to:
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Explain Leadership
Discuss Corporate Social Responsibility
Identify Vision, Mission and Values
Understand Strategic Quality Management
Discuss Quality Culture
Describe Change Management

3. Leadership-Defined
Leadership is a process by which a person influences others to
accomplish an objective and directs the organization in a way
that makes it more cohesive and coherent. Leaders carry out
this process by applying their leadership attributes, such as
beliefs, values, ethics, character, knowledge, and skills.
Total Quality Management

4. Leadership-Defined
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Leadership is the capacity to translate vision into reality
(Warren Bennis).
Leadership is the only thing that differentiates successful
organizations from other over the long run (Stephen Haines).
Leadership is the result of communicating value in people so
clearly that they come see it in themselves (Stephen R Covey).
Leadership is all about courage to dream big (N R Narayana
Murthy)
Invisible leadership is exercising the vision to change The
traditional role From commander to coach, From manager to
mentor, From director to delegator, and From one who
demands respect to one who Facilitates self-respect (Abdul
Kalam)
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5. Quality Leadership
The primary traits of successful leader’s are:
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Leaders create vision
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Leaders build team
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Leaders are role model
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Leaders take decision
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Leaders inspire
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6. Leadership Functions
Transactional
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Policy making
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Planning
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Developing systems
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Monitoring performance
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Coordinating
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Rewarding
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Coaching
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Transformational
Visioning
Modelling
Setting standards
Building culture and climate
Boundary management
Synergising
Searching and nurturing
talent
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7. Six natural levels of leadership Competencies
The six natural levels of leadership competencies
each having five skills and in total thirty skills
are based on the science of Systems Thinking
"the Natural Way the World works".
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8. Six natural levels of leadership Competencies
Basic leadership competency
levels
1.
Enhancing Self-mastery
2.
Building interpersonal
relationships
3.
Facilitating empowered
teams
Advanced Leadership
competency levels
4. Collaborating across
functions
5. Integrating organisational
outcomes
6. Creating strategic
alliances/positioning
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9. Corporate Social Responsibility (CSR)
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The totality of CSR can be best understood by three words: corporate,’
‘social,’ and ‘responsibility.’ In broad terms, CSR relates to
responsibilities corporations have towards society within which they are
based and operate, not denying the fact that the purview of CSR goes
much beyond this.
Stakeholders (employees, community, suppliers and shareholders)
today are redefining the role of corporate taking into account the
corporate’s broader responsibility towards society and environment,
beyond economic performance, and are evaluating whether they are
conducting their role in an ethical and socially responsible manner.
Companies are now recognizing that dealing with environment and
social issues can provide business benefits when reputational risk is
high and sustainable competitiveness and development becomes a key
strategy
.
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10. Evolution of CSR
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Ethical Model
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Statist Model
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Liberal Model
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Stakeholder Model.
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11. Strategic Quality Management (SQM)
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Strategic Quality Management is a structured process for
establishing long range quality goals, at the highest levels of
the organization and defining the means to be used to reach
these goals. The concept of Strategic Quality Management
(SQM) includes: Strategic planning, Strategy development and
Strategy deployment. SQM is developed, deployed and led by
the top management
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Hoshin Kanri is a Japanese model for SQM. In the hoshin
process, strategic planning is systematized: The format of the
plans is unified via standards. The standardization provides a
structured approach for developing and producing the
organization's strategic plan.
Total Quality Management

12. The Strategy Process
Vision/Mission/Values
Objectives/Goals
External
Environment
Strategy Formulation
Internal
Environment
Strategy Implementation
Performance/Measureme
nt
(Evaluate and Control)
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13. Four Perspectives of Balanced Score Card
Financial
“To succeed Financially,
how should we appear
to our shareholders?”
Customer
“To achive our vision,
how should we appear
to our customer?”
Internal Business
Processes
Vision
and
Strategy
“To satisfy our
shareholders and customers,
what business processes
must we excel at?”
Learning & Growth
“To achieve our vision,
how will we sustain our ability
to change and improve?”
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14. Quality Culture
Quality culture is basically incorporation of quality in the
overall system of an organization which leads to a
positive internal environment and creation of delighted
customers. There are six values of quality culture. There
are various proactive steps one can take to move
organization culture toward one based on quality values
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15. Five Stages of Quality Culture
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Dormant Stage
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Awakening Stage
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Groping stage
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Action Stage
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Maturity stage
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16. Change Management
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Change management is the process of developing a planned
approach to change in an organization. Typically the objective
is to maximize the collective benefits for all people involved in
the change and minimize the risk of failure of implementing
the change. The discipline of change management deals
primarily with the human aspect of change, and is therefore
related to pure and industrial psychology.
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The forces of change are of two types: External forces and
internal forces. People resist change for various reasons.
Kotter and Schlesinger set out the six change approaches to
deal with this resistance to change.
Total Quality Management

17. MANAGING CHANGE
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