The document outlines the roles and responsibilities of leaders in organizations, focusing on the EFQM excellence model and emphasizing the importance of leadership in driving management performance. It discusses various leadership approaches, the significance of strategic and operational leadership, and the use of assessments for organizational development. Additionally, it includes methods for monitoring progress and ensuring stakeholder engagement while promoting a culture of continuous improvement.

1. 1b Leaders define, monitor,
review and drive the improvement
of the organization’s management
performance
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2. SUMMARY OF THE LAST
LECTURES – WHAT DID
YOU LEARN?
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3. What we have learnt.
• Overview of the EFQM Model • Criteria 1
to be applied for HR- • Tasks/Roles of Leaders
Departments • Various Theories, Types, Traits
about Leadership
• Criteria 3
• People Approaches
• Criteria 5
• HR Process Management
• Criteria 4e
• Learning Organization
g g
• People, Places and Objects
Approach
• Intercultural Management by
Lixiu
• Criteria 7
• People’s Perception measures
• People’s Performance Indicators
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4. 1B LEADERS DEFINE, MONITOR, REVIEW
AND DRIVE THE IMPROVEMENT O THE
A O OF
ORGANIZATION’S MANAGEMENT
PERFORMANCE
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5. The EFQM excellence model
Q
Enablers Results
People
People Results
Policy and Customer Key
Leadership
p Strategy Processes Results Performance
Results
Partnerships Society
& Resources Results
Innovation and Learning
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6. The EFQM excellence model
Q
People
People
Results
Key
1. Leadership
1 L d hi
Customer
Leadership Strategy
Strateg Processes Performance
Results
Results
Partnership Society
& Resources Results
a. Leaders develop the Mission, Vision, Values and ethics and act as role
model
b. Leaders define, monitor, review and drive the improvement of the
organization’s management system and performance
c. Leaders engage with external stakeholders
d.
d Leaders reinforce a culture of excellence with the organization s people
organization’s
e. Leaders ensure that the organization is flexible, and managers change
effectively
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7. The EFQM excellence model - Leadership
Q p
Leaders define, monitor, review and drive the improvement of the organization’s
define monitor
management system and performance
In practice, excellent organizations
• Use b l
U a balanced set of results to review their progress, providing a view of long- and
d t f lt t i th i idi i fl d
APPROACHES
short-term priorities for the key stakeholders, with clearly defined “cause and effect”
relationships. Process Coordinator,
• Develop and improve the organization’s management system, including evaluating Process Owner
the set of results in order to improve future p
p performance and p
provide sustainable
benefits to stakeholders.
Process Manager
• Base decisions on factually reliable information and use all available knowledge to
interpret current and predicted performance of the relevant processes. Leader of
• Are transparent and accountable to stakeholders and society at large for their
Improvement Team
performance and actively support the desire to go beyond regulatory compliance.
• Deliver high levels of stakeholders confidence by ensuring risks are identified and
Regular BSC Review
appropriately managed across their processes.
• Understand d develop th underlying capabilities of the organization.
U d t d and d l the d l i biliti f th i ti Assessor / Auditor
(e.g. EFQM)
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8. PROCESS TASKS AND
INFLUENCERS
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Dr. Jörg Klukas

9. 4 Tasks of Leaders
4 types of actions are performed by leaders: Strategic leadership includes the alignment of the organization towards a long-term goal.
Operational leadership means the day-to-day interaction with all stakeholders. Process leadership represents the responsibility for
continuous improvements. Leadership of change realizes break-through improvements to redesign the organization.
Strategic Leadership Operational
1a Leadership 1c/d
• Process Coordinator, Process Owner
people
ship
Process Manager
g
Leadership Processs
of Change Leaders
• Leader of Improvement Team
1b
• Assessor / Auditor (EFQM, Bootstrap/SPICE)
Visionary
Enabler • Member of Management Review
g
e
Role Model • Responsible for Strategic Initiatives
• Manger of Innovations; Member of Disruptive
1e
Innovation Decision Teams; Leader/Member
of Focus Innovations
experiences
• Set challenging goals, create belief • Leading employees
and commitment to these goals, • Account Manager
involving people at all company • Partner Manager
levels, stick with the challenging • Responsible for Cultural Activities,
goals, focus on it and execute Educational Institutions,
• by Offsites, Management Meetings, Governmental Relationships
BU/Account Reviews, Strategy
Mapping, BSC
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10. Ways to influence
y
Leader
Leading by vision,
Leading by structure corporate values and HR
and systems policy
Processes, Objectives and Vision, corporate culture,
Direct Influence
Rewards shared values and norms
Governance by
Go ernance b Governance by
objectives, rules and sozialization
rewards Follower
Self-Governance by
Extra-organizational
socializations or teams
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11. PROCESS ROLES
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Dr. Jörg Klukas

12. Example -Process Owners by Top
Management
g
1. Strategy and 2. Operative Leadership 3. Business Excellence
Planning CEO CEO Steering
QM
Leadership Processes
Core Performance Processes
Head of Sales CEO
5.
5 Projects
COO
5.1 Consulting BUL
C C
M U 5.2 Software Solution Development BUL U
7.
M
A 4. S S A
Knowledge
R Acquisition T 5.3
5 3 Test Services BUL T R
Sharing
K and O O K
and
E CRM M M E
COO 6. Services Learning
T E E T
R
6.1 Agency Services BUL R
6.2 Support Services BUL
U
Enabling Processes
Head of HR CFO CFO Head of internal IT
10. Finance
8. Human Resources 9. Procurement Management and 11. Infrastructure
Management Management Controlling Management
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13. How leaders check the system
y
…analyze based on
…monitor areas of
relevant segmentations
risks/success
for interest groups
Performance
Indicators…
…predict whether
…check whether
strategic targets can be
operational process
achieved
objectives are achieved
(Balanced Scorecard)
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14. Process Roles
• Process Owner
• owns the process, sub-processes, procedures and all belongings of the
process (forms, checklists, templates,…)
• (re-)designs the process, sub-processes, procedures and all belongings
Design Measure, Discuss
of the process, if it is necessary
novate
• assures fulfillment of strategy by its process
Re-Design,Improve, Inn
• Process Manager
• Measures and analyzes the process, sub-processes, procedures and
all belongings according to:
n,
• fulfillment of strategy (e.g. linkage to a BSC)
• good-in-class performance
• peers (prüfend blicken) the process owner and its processes,…; is not
employed with the p
p y process owner
• suggests necessity of improvements
• Process Community
• generate, elaborate and share knowledge and best-practices for
improvements an process innovations
i i i
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15. EFQM ASSESSMENTS BY
LEADERS
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16. Objectives of EFQM Assessment by
Leaders
• Type “Internal Self-Assessment”
• Understanding the current state of organizational
development
• Reach consensus between all top managers about
strength/weaknesses of the approaches
• Agree important improvement/change measures
regarding organizational approaches
• Type “External Assessment”
• Help other organizations to understand their
organizational development
• Apply and learn the EFQM Model and RADAR method
• Benchlearning during external EFQM Assessment;
Learn new Approaches
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17. Leadership Responsiblity
p p y
Enablers Results
HR HRPeople
People QM Results COO
CEO
CSO
Policy and Customer Key
Leadership
p Strategy Processes QM
Q Results Performance
Results
COO CSO
Partnerships Society
& Resources Results
CEO
CFO, BUL
Innovation and Learning
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Klukas 17

18. Leaders as EFQM Criteria Owners
Internal Self-Assessment
During the year:
• Assignment of Leaders to criteria as criteria owners
• Leader review and describe the current approaches according to
RADAR for their criteria
• Gather documentations and evidences through the organization
and check the results (Reasonable?, targets achieved?
Benchmarks?)
• Perform Benchmarking, Benchlearning Activities
• Id tif i
Identify improvements/change measures
t / h
2 Days Self-Assessment Workshop (Consensus Meeting)
• PPresents th results t th t management team
t the lt to the top tt
• Top Management Team scores according to RADAR and reach
consensus
• Prioritize top improvement/change measures for all criteria
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19. REGULAR BSC,
OBJECTIVE REVIEWS.
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20. Walk the Talk - Example.
Regular BSC and Objective Reviews.
g j
Unit Rounds
(monthly management meeting)
Top Management Rounds
Account Review
(fortnightly management meeting)
Executive Rounds
R
(weekly management meeting)
Chief Executive Officer and Chief Operating Officers
uarteryl)
Offsit BU/A
Chief
Chi f
(qu
Chief Financial Chief Sales
Human Resources
Officer Officer
Officer
tes,
All Leaders of a Business Unit Quality Manager
All Leaders of a Project Field Workers Council
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Dr. Jörg Klukas 20

21. Management Calendar – Linking Operational and Strategic RADAR (P)review.
BU/Account Review – Review Team (Unit Leader, HR, BE, Sales, Finance) and BUL and its PFM.
Terminplan 2006
Januar Februar März April Mai Juni Juli August September Oktober November Dezember
1 Account-R. Self-Assess. Maifeiertag Unit-Runde 1
2 BU-Review 2
3 EGL-Runde EGL-Runde Tag d. Dt. Einh. 3
4 Unit-Runde Unit-Runde BR / GF-Runde 4
5 Pfingsten 5
6 EGL-Runde EGL-Runde EGL-Runde BR / GF-Runde 6
7 Unit-Runde Unit-Runde Unit-Runde 6.-8.11. EFQM- 7
8 EGL-Runde Forum Budapest 8
9 EGL-Runde Unit-Runde BR / GF-Runde 9
10 Unit-Runde 10
11 BR / GF-Runde 11
12 Site-Visit
Sit Vi it 12
13 Jahres-Kickoff Site-Visit Account-R. 13
14 Karfreitag Site-Visit BR / GF-Runde BU-Review 14
15 Offsite-Meeting Site-Visit 15
16 Offsite-Meeting Site-Visit 16
17 Ostermontag Offsite-Meeting BR / GF-Runde 17
18 Offsite-Meeting
Offsite Meeting EGL-Runde
EGL Runde 18
19 BR / GF-Runde Account-R. Unit-Runde 19
20 BR / GF-Runde BR / GF-Runde SMTM *) BU-Review Offsite-Meeting EGL-Runde 20
21 incl.Manag.-Rev. Unit-Runde 21
22 BR / GF-Runde Buß- u. Bettag 22
23 BR / GF-Runde EGL-Runde 23
24 BR / GF Runde
GF-Runde Unit Runde
Unit-Runde 24
25 Himmelfahrt EGL-Runde 1. Weihnachtsf. 25
26 Account-R. Unit-Runde 2. Weihnachtsf. 26
27 BU-Review 27
28 Self-Assess. EGL-Runde Offsite-Meeting 28
29 Unit-Runde Offsite-Meeting 29
30 30
31 EGL-Runde Reformationst. 31
EGL-Runde CEO (Lead), COO, L US, L CM, L BE/HR, QMB, Stab BR Talk CEO, COO, L BE/HR and Workers Council SMTM *) = Senior-Management-Team-Meeting
GF-Runde EGL + BUL Acc./BUEffective Leadership. HR, Finance
Review EGL + BUL + CRM, BE,
Unit Runde Page 21
Unit Leader, BUL, PFM (all locations) EEA/LEP Ass. All Leaders, EFQM Assessors 07.02.2006
Offsite Meeting All Leaders Jahres-Kickoff All employees from all locations

22. OTHER TOOLS FOR
PROCESS/ IMPROVEMENT
LEADERS
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Dr. Jörg Klukas

23. Tools for Improvements
p
Approach Indicators Management-Review BSC
 Process Maturity (PCMM)
Assessment  Management Maturity (EFQM)  Evaluation of
Management System
 Process Performance  Strategic
 Assessment results Initiatives
 Process Indicators
 Customer Feedback  Quality
Review  Target achievements of BSC
 State of current Objectives
 Business Objectives
Improvement and  Budget
Correction measures  Owner of
 Set
S t up improvement
i - t Initative
Survey  Employee Satisfaction measurements
 Customer Satisfaction
 Image
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Dr. Jörg Klukas 23

24. Management Review (acc. to ISO 9000)
Suggestions for
improvements
Pool of Ideas for Change
Consolidation and Improvement
Management
Strategic Filter/ Strategy Map Review
Prioritize
Mange operational
Improvement
Manage Change: Code
Strategic Initiatives
Monitoring Actions Book
Deployment
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Process Indicators BSC Indicators
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25. Contact me!
Dr. Jörg Klukas
• XING: https://www.xing.com/profile/Joerg_Klukas
https://www xing com/profile/Joerg Klukas
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• Email: joerg.klukas@pludoni.de
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