In this paper I will discuss the management and leadership roles and responsibilities in relation to Total Quality Management.
Within the past two decades, total quality management represents one of the most profound changes in the way companies are now being managed. According to Biech (1994), "Quality improvement (TQM) is a customer-focused, quality-centered, fact-based, team driven, senior management-led process to achieve an organizations strategic imperative through continuous process improvement" (pp. 1-2). The benefits associated with TQM includes higher quality, lower cost products and services that aligns with customer demands (Zbaracki, 1998). The ability of a company to respond to the needs of its customers measures the overall success of that company. Many organizations may ask the question, what is quality? As Hick (1998) explains, "quality is meeting or exceeding the needs and expectations of the customer" (p.1). What exactly are the expectations of the customers? It is now the responsibility of the organization to define those needs. Perhaps Biech (1994) provides a simpler picture, "Quality is the measure of satisfaction that occurs between a customer and supplier that only they can define. In other words, quality is what the customer says it is" (p.25). Yet according to Perigord (1987), "Total quality means that all participants in a company are involved regardless of their position in the hierarchy" (p.7). Basically making it seem impossible for quality to be successful if all members are not sharing in the same vision and/or goals.
Dr. W. Edwards Deming i...
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References
Allen, R. (2001, May). Aligning Reward Practices in Support of Total Quality Management. Business Horizons. Retrieved Sep 3, 2004 from the World Wide Web: http://www. findarticles.com/cf_0/m1038/3_44/75645904/print.jhtml
Biech, E. (1994). TQM For Training. New York: McGraw-Hill.
Gitlow, H. S., & Gitlow, S. J. (1994). Total Quality Management In Action. New Jersey: Prentice-Hall.
Hick, M. (1998). Quality Management. Mike Hicks Eagle. Retrieved Sep 3, 2004 from the World Wide Web: http://www.eagle.ca/~mikehick/quality.html
Perigord, M. (1987). Achieving Total Quality Management: A Program For Action. Maryland: Productivity Press.
Zbarack, M. J. (1998). The Rhetoric and Reality of Total Quality Management. Administrative Science Quarterly. Retrieved Sep 3, 2004 from the World Wide Web: http://www.findarticles.com/cf_0/m4035/3_43/53392848/print.jhtml
Healthy organizations require good leaders. Managers can fulfill the role themselves or hire other individuals to fill the role for them. Good leaders create loyalty by providing a vision and helping employees to reach it. Mark Leslie once stated, "If there is no vision, there is no business" (as cited in Over Processed, 2006, p. 394).
In a firm, management and leadership are important and needed. Leadership and management are similar. Actually, leadership and management are totally different. The leadership would influence the firm. The leader would have difference leadership styles to lead the subordinate.
There are almost as many definitions of leadership as there are persons who have attempted to define leadership (Stogdill, 1974). Therefore, it is very difficult to understand what leadership actually is. According to John Sculley leadership revolves around vision and ideas and has to do more with inspiring people towards direction and goal. A leader is a person capable of inspiring other people to do things without sitting on top of them with a checklist. Precisely, leadership is a process whereby an individual influences a group of individuals to achieve a desired goal (Northouse, 2012). Distinguishing between leaders and non-leaders is hard as there exists no clear understanding of what differentiates leaders from non-leaders. Leadership and authority are constructed socially by superiors and subordinates, followers and peers.
1. A. Is there a difference between effective leadership and effective management? Yes, I believe that managers are analytical, structured, controlled, deliberate, and orderly. Leaders are experimental, willing to take chances, visionaries, flexible, unfettered, and creative. These are the differences between management and leaders.
In today's world economy companies come and go every single day. It takes good strong leadership and management to guide an organization to success. While many people consider management and leadership to be synonymous they are in reality two different concepts. A person can be a good leader but if he does not know how to manage a company that company will be destined to fail. Also if a person had great management skills but lacks in leadership no matter how good he is if he can not lead his employees towards the goal then it is a failed attempt at success. Management is considered a job description whereas leadership is considered a trait. In this paper we will differentiate between management and leadership. We will also examine how leaders create and maintain a healthy organizational culture.
In Mayfield’s et al. (2014) research, the ML conceptualization—termed as motivational language—argued that a more versatile strategic leader language repertoire would serve to better engage, motivate, build commitment, and create a shared organizational vision with workers, thus improving firm-level performance and quality of work life. Mayfield et al. (2014) suggests from the theory, a leader articulates a strategic imperative clearly so that employees understand the specifics of what needs to be done—including processes, time frames, and what will be gained as a result of excellent performance—direction-giving language is being applied. Below is a table that shows rapport between MLT and select research in the extensive and well-articulated
What is leadership? Leadership is having the ability to give guidance to those that will follow. Those that follow will help to complete the mission. Leadership is a soft science, just as anthropology, sociology and psychology. It cannot be proven exactly what it is. Leadership is an art, the skillful application of leadership behaviors beyond techniques is much the same as the skillful application of brushstrokes by a master painter. Leadership is both rational and emotional. It involves both sides of human experience. It includes actions and influences based on reason and logic as well those based on inspiration and passion. Leadership is a social process shared among all members of a group. Leadership development comes through experience. We all learn from our different experiences. Whether positive or negative, they are our tools for growth and development.
In the article “Quality Management–History and Trends” the authors discuss how quality management in organizations has continually been developing. The authors define quality management as one of the major sources of competition as it is triggered by consumer demands. There has been an increase in quality management techniques in the recent years due to an increased focus on market orientation and the result has been a higher customer satisfaction since quality management takes care of the needs of the consumer (Weckenmann et al., 2015). The recent development in quality management has affected the relations of organizations and their complexity. The authors discuss the importance in understanding the history of quality management
Kaufman, Roger and Zahn, Douglas. Quality Management Plus: The Continuous Improvement of Education. Corwin Press, Inc.: Newbury Park, California, 1993.
[15] Rai, A. and Ravichandran, T., 2000.Quality Management in System Development: An Organizational System Perspective. MIS Quarterly. Vol. 24(3), pp. 381-415
Contained within the following paper is the evaluation of the author’s organization’s mission, vision goals, and objectives .The author will discuss the pre-determined questions as set forth by Jeffrey Trapp, a certified University of Phoenix instructor. This paper will discuss the differences that a rise between a company that has implemented TQM (Total Quality Management) with that of the authors own organization’s management style.
Even though Total Quality Management (TQM) has been replaced by other quality methodologies in many cases, organizations that have taken the long arduous journey to properly implement TQM benefited from it immensely [1]. While TQM may be perceived by many employees as just another passing fad that will soon fall by the wayside, the environmental conditions that exist within the organization will determine if TQM can be successfully implemented and take root. What is Total Quality Management (TQM)? TQM is a system of continuous improvement of work processes to enhance the organization’s ability to deliver high-quality products or services in a cost-effective manner [2].
Juran, J. M. (1986). The quality trilogy: A universal approach to managing for quality, Quality Progress, 19–24.
Total Quality Management is a management philosophy driven by customer needs and expectations. TQM focuses on quality and builds a management method based on full employee involvement. Its aim is to achieve long-term successful management through long-term customer
Organizations that are quality driven and have built long term relationships with suppliers, are able to create quality products to meet the needs and expectations of their customers. As TQM leads to improved product quality, it increases the customer ...