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MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
Leadership
The
ability to positively influence people and systems under ones authority to have a meaningful impact and achieve important results
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
Strategic Planning
The
process of envisioning an organizations future and developing the necessary goals, objectives, and action plans to achieve that future.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
Executive Leadership
Defining and communicating business directions Ensuring that goals and expectations are met Reviewing business performance and taking appropriate action 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
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
Key Idea
Six key leadership competencies can be described as navigator, communicator, mentor, learner, builder, and motivator.
Dale Crownover, President, Texas Nameplate Co. (a 2-time Baldrige Award recipient)
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
Leadership Competencies
Navigatorcreates shared meaning and provides direction toward a vision,mission, goal, or end-result. Communicatoreffectively listens and articulates messages to provide shared meaning. Mentorprovides others with a role to guide their actions. Learnercontinuously develops personal knowledge, skills, and abilities through formal study, experience, reflection, and recreation. Buildershapes processes and structures to allow for the achievement of goals and outcomes. Motivatorinfluences others to take action in a desirable manner.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
Create and deploy a customer-focused strategic vision and clear quality values Create a sustainable organization and environment for performance improvement, accomplishment of the mission, innovation, agility, and learning Demonstrate personal commitment to organizational values, develop future leaders, and reinforce high performance Create a focus on action and communicate with, empower, and motivate all employees
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
Address organizational governance to include management and fiscal accountability, protection of stakeholder interests, and conduct evaluations to improve the leadership system Create an environment that fosters legal and ethical behavior Integrate public responsibilities, resourcesustaining processes, and community support into business practices
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
Key Idea
The purpose of leadership theories is to explain differences in leadership styles and contexts.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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Leadership Theories
Classic
Trait
theories:
leadership Transactional leadership theory Transformational leadership theory Substitutes for leadership theory Emotional intelligence theory
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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Key Idea
Emerging leadership theories build on or enlarge traditional theory by attempting to answer questions raised, but not answered, by earlier approaches.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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Leadership System
system how decisions are made, communicated, and carried out at all levels; mechanisms for leadership development, self-examination, and improvement Effectiveness of the leadership system depends in part on its organizational structure
Leadership
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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Key Idea
An effective leadership system respects the capabilities and requirements of employees and other stakeholders, and sets high expectations for performance and performance improvements.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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Governance
Governance the system of management and controls exercised in the stewardship of an organization.
Approving strategic direction Monitoring and evaluating CEO performance Succession planning Financial auditing Executive compensation Disclosure Shareholder reporting
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MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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Key Idea
Practicing good citizenship refers to leadership and support within the limits of an organizations resources of publicly important purposes, including improving education, community health, environmental excellence, resource conservation, community service, and professional practices.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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Strategic Planning
A strategy is a pattern or plan that integrates an organizations major goals, policies, and action sequences into a cohesive whole.
Formal strategy includes:
Goals
to be achieved Policies to guide or limit action Action sequences, or programs, that accomplish the goals
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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Systematic planning systems for strategy development and deployment Understand the competitive environment and the factors and strategic challenges that determine success, and gather and analyze a variety of external and internal data Align short-term action plans with long-term strategic objectives, communicate them, and track progress Derive human resource plans from strategic objectives and action plans Identify key measures and indicators for tracking progress, reinforce organizational alignment, and compare performance with competitors
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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Mission
Vision
Guiding Principles
Environmental assessment
Strategies
Strategic Objectives
Action Plans
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
Mission
Definition of products and services, markets, customer needs, and distinctive competencies Solectron: to provide worldwide responsiveness to our customers by offering the highest quality, lowest total cost, customized, integrated, design, supply chain, and manufacturing solutions through long-term partnerships based on integrity and ethical business practices.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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Vision
Brief and memorable - grab attention Inspiring and challenging - creates excitement Descriptive of an ideal state - provides guidance Appealing to all stakeholders - employees can identify with
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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attitudes and policies for all employees, which are reinforced through conscious and subconscious behavior at all levels of the organization. Alcoa: integrity, environmental health and safety, customer, excellence, people, profitability, accountability
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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Environmental Assessment
Customer
and market requirements, expectations, and opportunities Technological and other innovations Organizational strengths and weaknesses Financial, societal, ethical, regulatory and other potential risks Changes in global or national economy Factors unique to the organization, such as partner and supply chain needs
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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Key Idea
Strategies are broad statements that set the direction for the organization to take in realizing its mission and vision.
Strategic objectives are what an organization must change or improve to remain or become competitive.
Action plans are things that an organization must do to achieve its strategic objectives.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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Strategy Deployment
Developing
detailed action plans, defining resource requirements and performance measures, and aligning work unit, supplier, or partner plans with overall strategic objectives.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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management vision leading to longterm objectives Deployment through annual objectives and action plans Negotiation for short-term objectives and resources (catchball) Periodic reviews
See Figure 5.5!
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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Key Idea
Strategic objectives and action plans often require significant changes in human resource requirements, such as redesigning the work organization or jobs to increase employee empowerment and decision making, promoting greater labor/management cooperation, modifying compensation and recognition systems, or developing new education and training initiatives.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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work organization to increase empowerment Promote greater labor/management cooperation Foster knowledge sharing and organizational learning Establish partnerships with education to better prepare future employees
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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diagrams Interrelationship digraphs Tree diagrams Matrix diagrams Matrix data analysis Process decision program charts Arrow diagrams
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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types of organizational structures Line organization Line and staff organization Matrix organization
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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Key Idea
As more and more companies accept the process view of organizations, they are structuring the quality organization around functional or cross-functional teams.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, 2008 Thomson Higher Education Publishing
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