1. The document discusses ten strategies for top management, including proactive management, adventurous and bold change management, and doing it right the first time (DIFT). 2. Proactive management involves establishing systems to identify problems before they occur through teamwork, goal setting, and feedback. 3. Change management requires adventurous decision making and boldness from senior management to visualize and implement needed improvements despite resistance to change. 4. DIFT, advocated by Philip Crosby, focuses on preventing defects by doing everything right the first time through proper training, tools, motivation and appreciation of employees.

1. Ten Strategies for the Top Management
1. Proactive Management
• Proactive management needs proper system
The problem can be identified before occurring, only if there is a proper
system in the organization. Thus, proactive management calls for
establishment of proper system for quality as well as the operations.
• TQM calls for proactive management
TQM envisages taking preventive actions so that mistakes do not occur.
Quality can be improved only through preventive actions.
These foundations exist beyond the individual's personality or character
traits:
Teamwork
In order to accomplish large tasks or process changes, proactive
managers engage other managers and employees to complete these
tasks. Proactive managers seek to work through people, not to
people.
Goal Setting
Goal setting is an important part of proactive management. Goals
provide a strong focus for team members to complete tasks;
offering incentives to employees may also help proactive managers
achieve their goals.
Feedback
Feedback is an important part of proactive management as this
helps them identify problems in their management process.
Proactive managers also use feedback to learn new ways of
accomplishing tasks more effectively.
(Reference: http://www.ehow.com/facts_5701467_proactive-
management_.html#ixzz2Xd9sXLxo)
2. Adventurous and bold change management
• Nobody likes change
Human beings by their very nature resist change. Even, if a change is
going to make them more comfortable. They cannot visualize that the
changes are infact for their own good.
• Change is essential
An organization cannot progress without change. It has to continuously
change for better. There should be an on-going rethinking and restructuring
of the organization, so that the organization is receptive to the needs of the
customers.

2. The essential requirements of change and change management are:
• Re Adventurous
This calls for adventurous decision-making and high self esteem
among the senior management. They should visualize the
improvements needed and make every effort to achieve it.
• Be bold
The other prequisite for change management are boldness, self-
confidence or self-esteem. Boldness is very essential for making bold
decisions for improvement. It may be required for many purposes
from fighting lethargy among employees to guarding against vested
interested.
• Role of CEO for adventurous and bold management
The CEO, in addition to his own bold initiatives, should support
innovative change management initiated by his employees. He should
motivate and encourage his colleagues to change the unproductive ways of the
organization.
3. DIFT – Do It Right First Time
This concept was advocated by Philip Crosby.
Croby's approach focuses on doing things right the first time and every
time. There is no place in his philosophy for differing levels of quality or
categories of quality. He believes there should be no reason for planning and
investing in strategies that are designed in case something does not conform
to requirements and goes wrong. He stresses that the way to manage quality
is by prevention, not detection and testing. To Crosby, any product that falls
within its design specifications is a quality product.

3. Crosby addresses the need to change management's perception of and
attitudes about quality. He has found it as a common attitude among
mangers to believe that error is inevitable, it is normal part of business life,
and one needs to cope with it. He believes management creates most of its
problems through its attitudes and practices in terms of what is rewarded
and supports in an organization.
(Reference: http://www.dtic.mil/dtic/tr/fulltext/u2/a256399.pdf)
Take right decision
• Plan the decision – weigh the pros and cons
• Foresee the impact of the decision on the organization
• Take opinion of the right people
• Involve the concerned (employees who will be affected by the decision)
• Implement the decision
• Persist
Why people don't Do It Right the First Time?
Why things are done wrong?
1. The employees does not know what to do clearly, leave alone how to do?
2. If he knows how to do, he is not motivated enough to do it right the first
time
3. He may not have the right tools to do a good job.
4. He does not have necessary education or training to know to DIFT.
5. Probably his seniors have trained him to do the wrong way.
6. He is not proud of the job he is doing.
7. He does not get appreciated when he does it right.
Problems of not Doing it Right
1. In some cases, not doing it right the first time may result in not doing it
right ever, thereafter
2. Leads to unnecessary expenditure
3. Increases the failure costs
4. Demotivates employees
5. Causes hassles to employees and customers
6. Brings down the reputation of the organization
7. Leads to schedule slippages
8. Increases scraps leading to more cost on account of storage, accounting,
disposal etc.
9. Forces the organizations to buy additional components to take care of
defects in the process.
10. The productivity gets affected due to holding up of the process to correct
the defective product shunting from place to place for fault diagnosis
between employees as to who or which machine caused the defect,
wastage of supervisor's time and the top management's time in resolving
deputes.

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