ch05 (1)asda

8/13/2019 ch05 (1)asda

1/22

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM 1

Chapter 5

Leadership and Strategic

Planning

8/13/2019 ch05 (1)asda

2/22


Leadership

The ability to positively influence

people and systems to have a

meaningful impact and achieve results

8/13/2019 ch05 (1)asda

3/22


Strategic Planning

The process of envisioning an

organizations future and developing

the necessary procedures and

operations to achieve that future.

8/13/2019 ch05 (1)asda

4/22


The Baldrige Leadership Triad

Leadership

Strategic

Planning

Customer andMarket Focus

Operations

8/13/2019 ch05 (1)asda

5/22


Executive Leadership

Defining and communicating business directions

Ensuring that goals and expectations are met

Reviewing business performance and takingappropriate aciton

Creating an enjoyable work environment

Soliciting input and feedback from customers

Ensuring that employees are effective contributors

Motivating, inspiring, and energizing employees Recognizing employee contributions

Providing honest feedback

8/13/2019 ch05 (1)asda

6/22


Core Leadership Skills

Vision

Empowerment

Intuition

Self-understanding

Value congruence

Dale Crownover, President, Texas Nameplate Co.

8/13/2019 ch05 (1)asda

7/22


Leading Practices - Leadership Create a customer-focused strategic vision and clear

quality values

Create and sustain leadership system and

environment for empowerment, innovation, andorganizational learning

Set high expectations and demonstrate personalcommitment and involvement in quality

Integrate quality values into daily leadership andmanagement and communicate extensively

Integrate public responsibilities and communitysupport into business practices

8/13/2019 ch05 (1)asda

8/22


Leadership Theories

Trait approach

Behavioral approach

Contingency (situational) approach

Role approach Emerging theories:

Attributional theory

Transactional theory

Transformational leadership theory

Substitutes for leadership theory

Emotional intelligence theory

8/13/2019 ch05 (1)asda

9/22


Zenger-Miller

Leadership Competencies

Setting or sharing a vision

Managing a change

Focusing on the customer

Dealing with individuals

Supporting teams andgroups

Sharing information

Solving problems, makingdecisions

Managing businessprocesses

Managing projects

Displaying technical skills

Managing time and resources

Taking responsibility

Taking initiative beyond jobrequirements

Handling emotions

Displaying professional ethics

Showing compassion

Making credible presentations

8/13/2019 ch05 (1)asda

10/22


Leadership System

Refers to how decisions are made,

communicated, and carried out at all levels;

mechanisms for leadership development,self-examination, and improvement

Effectiveness of leadership system depends

in part on its organizational structure

8/13/2019 ch05 (1)asda

11/22


Common Organizational Structure

Customers

Customerteam

Customerteam

Customerteam

Systems and support services

Executive steering committee

CEO

8/13/2019 ch05 (1)asda

12/22


Leadership and Public

Responsibilities

Ethics

Health, safety, and environment

Community support

8/13/2019 ch05 (1)asda

13/22


Strategic Planning

Formal strategy includes:

Goals to be achieved

Policies to guide or limit action Action sequences, or programs,

that accomplish the goals

A strategy is a pattern or plan that integrates anorganizations major goals, policies, and action

sequences into a cohesive whole.

James Quinn

8/13/2019 ch05 (1)asda

14/22


Tasks Accomplished

by Strategic Planning

Understand important customer and operational

requirements

Optimize use of resources and ensure bridging

between short-term and longer-term

requirements

Ensure that quality initiatives are understood at

all organizational levels

Ensure that work organizations and structures

will facilitate accomplishment of strategic plan

8/13/2019 ch05 (1)asda

15/22


Leading Practices -

Strategic Planning

Active participation of top management,

employees, customers, suppliers

Systematic planning systems for strategy

development and deployment, including

measurement, feedback, and review

Use of a variety of external and internal data

Align short-term action plans with long-term

strategic objectives, communicate them, and

track progress

8/13/2019 ch05 (1)asda

16/22


Strategic Planning Process

Mission Vision Guiding Principles

Environmental assessment

Strategies

Strategic Objectives

Action Plans

Broad statements of direction

Capabilities and risks

Things to change or

improve

Implementation

Reason for existence Future intent Attitudes and policies

8/13/2019 ch05 (1)asda

17/22


Mission

Definition of products and services,markets, customer needs, and distinctivecompetencies

Solectron: to provide worldwideresponsiveness to our customers by offeringthe highest quality, lowest total cost,customized, integrated, design, supply

chain, and manufacturing solutions throughlong-term partnerships based on integrityand ethical business practices.

8/13/2019 ch05 (1)asda

18/22


Vision

Where the organization is headed and whatit intends to be

Brief and memorable - grab attention

Inspiring and challenging - creates excitementDescriptive of an ideal state - provides

guidance

Appealing to all stakeholders - employees can

identify with Solectron: Be the best and continuously

improve

8/13/2019 ch05 (1)asda

19/22


Policy Deployment

(Hoshin Kanri)

Top management vision leading to long-term

objectives

Deployment through annual objectives andaction plans

Negotiation for short-term objectives and

resources (catchball) Periodic reviews

See Figure 5.7!

8/13/2019 ch05 (1)asda

20/22


The Seven Management

and Planning Tools

Affinity diagrams

Interrelationship digraphs

Tree diagrams

Matrix diagrams

Matrix data analysis

Process decision program charts

Arrow diagrams

8/13/2019 ch05 (1)asda

21/22


Leadership in the Baldrige Criteria

The LeadershipCategory examines how an organizationssenior leaders address values, directions, andperformance expectations, as well as a focus oncustomers and other stakeholders, empowerment,innovation, and learning. Also examined is how the

organization addresses its responsibilities to the publicand supports its key communities.

1.1 Organizational Leadership

a. Senior Leadership Direction

b. Organizational Performance Review1.2 Public Responsibility and Citizenship

a. Responsibilities to the Public

b. Support of Key Communities

8/13/2019 ch05 (1)asda

22/22


Strategic Planning

in the Baldrige CriteriaThe Strategic PlanningCategory examines how anorganization develops strategic objectives and action

plans. Also examined are how chosen strategic objectives

and action plans are deployed and how progress is

measured.

2.1 Strategy Development

a. Strategy Development Process

b. Strategic Objectives2.2 Strategy Deployment

a. Action Plan Development and Deployment

b. Performance Projection

ch05 (1)asda

Documents

Transcript of ch05 (1)asda