Total Quality Management and

Transformational Leadership in
Private Schools

LOREILE E. ORAIS
REZALYN E. ARRAGO
MAED-ED.M
While many of us may feel that we are
now all part of the quality movement,
there is still a huge gap between the
rhetoric and real understanding. The
philosophies of the pioneers of the
quality movement, Deming, Juran and
Crosby, have not been translated very
accurately into the practice of
education
 T Q M as a management model, with
its emphasis on leadership, strategy,
teamwork, rigorous analysis and
self-assessment, has a universal
message.

 TQM in education has as its

message the idea that every
student has worth and demands the
best possible chance in life
Total Quality Management (TQM)
• Total - made up of the whole
• Quality - degree of excellence a product or
service provides
• Management - act, art or manner of
planning, controlling, directing,….

Therefore, TQ M is the art of managing the

whole to achieve excellence.
 What does TQM mean?
Total Quality Management means that the
organization's culture is defined by and
supports the constant attainment of
customer satisfaction through an
integrated system of tools, techniques, and
training. This involves the continuous
improvement of organizational processes,
resulting in high quality products and
services.
What’s the goal of TQM?
“DO THE RIGHT THINGS RIGHT
THE FIRST TIME, EVERY TIME.”
 Another way to put it
• Total Quality Management (TQ, QM or TQM) and
Six Sigma (6) are sweeping “culture change”
efforts to position a company for greater
customer satisfaction, profitability and
competitiveness.
• TQ may be defined as managing the entire
organization so that it excels on all dimensions of
products and services that are important to the
customer.
• We often think of features when we think of the
quality of a product or service; TQ is about
conformance quality, not features.
A Quality Management System Is…
• A belief in the employee’s ability to solve
problems

• A belief that people doing the work are best

able to improve it

• A belief that everyone is responsible for

quality
 Elements for Success
• Management Support
• Mission Statement
• Proper Planning
• Customer and Bottom Line Focus
• Measurement
• Empowerment
• Teamwork/Effective Meetings
• Continuous Process Improvement
• Dedicated Resources
The Continuous Improvement Process
Measurement

Empowerment/
Shared Leadership

t
Measuremen
Measuremen

Customer
Satisfaction

Business
Results Process
Team Improvement/
Management
Problem
Solving
t

...
Measurement
 Philosophical Leaders of the Quality Movement
 Philip Crosby
 W. Edwards Deming
 Joseph M. Juran

 Each has slightly different definitions of what quality is and how to

achieve it, but they all had the same general message:

 To achieve outstanding quality requires:

 quality leadership from senior management,
 a customer focus,
 total involvement of the workforce, and
 continuous improvement based upon rigorous analysis of processes.
 Modern History of Quality Management
• Frederick W. Taylor wrote Principles of Scientific Management in 1911.

• Walter A. Shewhart used statistics in quality control and inspection, and showed
that productivity improves when variation is reduced (1924); wrote Economic
Control of Manufactured Product in 1931.

• W. Edwards Deming and Joseph M. Juran, students of Shewhart, went to Japan in

1950; began transformation from “shoddy” to “world class” goods.

• In 1960, Dr. K. Ishikawa formalized “quality circles” - the use of small groups to
eliminate variation and improve processes.

• In the late ‘70’s and early ‘80’s:

– Deming returned from Japan to write Out of the Crisis,
and began his famous 4-day seminars in the United States
– Phil Crosby wrote Quality is Free
– NBC ran “If Japan can do it, why can’t we?”
– Motorola began 6 Sigma
 Modern History of Quality Management
Deming’s 14 Points

1. Create constancy of purpose for improvement

2. Adopt a new philosophy
3. Cease dependence on mass inspection
4. Do not award business on price alone
5. Work continually on the system of production and service
6. Institute modern methods of training
7. Institute modern methods of supervision of workers
8. Drive out fear
9. Break down barriers between departments
10. Eliminate slogans, exhortations, and targets for the work force
11. Eliminate numerical quotas
12. Remove barriers preventing pride of workmanship
13. Institute a vigorous program of education and retraining
14. Take action to accomplish the transformation
 History of Quality Management
Deming’s Concept of “Profound Knowledge”

 Understanding (and appreciation) of Systems

- optimizing sub-systems sub-optimizes the total system
-the majority of defects come from systems, the responsibility of
management (e.g., machines not in good order, defective material, etc.
 Knowledge of Statistics (variation, capability, uncertainty in data, etc.)
- to identify where problems are, and point managers and workers
toward solutions
 Knowledge of Psychology (Motivation)
-people are afraid of failing and not being recognized,
so they fear how data will be used against them
 Theory of Knowledge
- understanding that management in any form is a prediction, and is
based on assumptions
 Transformational Leadership
• Pioneers: Burns (1978), Bass (1985): Three main types of leadership
• Laissez-Faire leadership: absence of transactions with followers. These
leaders avoid expressing views or taking action, avoid or delay decisions,
ignore responsibility, provide little feedback. Most passive, least effective
of three types.

• Transactional leadership: motivate followers by exchanging rewards for

services. Leaders identify what followers want and try to provide it as
reward for effort. Respond to followers’ immediate self-interest.
Exchanges are economic: pursued on basis of cost-benefit.
– Contingent reward leadership: leader behaviors focus on role and task
requirements; provide rewards contingent on performance.
– Active management-by-exception: leaders maintain high levels of
vigilance to ensure standards are met; take corrective action quickly.
– Passive management-by-exception: leaders fail to intervene until
problems are serious.

• Transformational leadership: leadership is expanded to go beyond simple

exchanges and agreement.
 Transformational Leadership
Transformational leadership posits four main
dimensions (the 4 I’s):
• Idealized Influence
• Inspirational motivation
• Intellectual motivation
• Individualized consideration
 Idealized Influence
• Idealized influence: builds trust, respect in followers, thus
forming basis for acceptance of big changes.
• Leaders display conviction and high standards of conduct,
share risks, consider needs of others first, and never use
power for personal gain. Followers admire and trust leader
and thus buy into mission, even if it requires radical changes
in the organization.
• Attributed idealized influence: followers perceive leader as
being charismatic, confident, powerful, and focused on
higher-order ideals.
• Idealized influence as behavior: charismatic actions of leaders
that focus on values, beliefs, and sense of mission
 Inspirational Motivation
• Listen and acknowledge concerns
• Remember this is not about you
• Stop giving information- the employee is not
hearing you
• Have tissues available
• Offer to end the meeting or give the
employee a moment to “pull themselves
together”
 Inspirational Motivation
• Inspirational motivation: changes expectations of
group members: problems CAN be solved
• Develops appealing vision to guide development of
organizational goals and operating procedures
• Leader behaviors provide meaning, challenge for
followers
– Project attractive and optimistic future
– Emphasize ambitious goals
– Create idealized visions for organizations
– Clearly communicate that vision is obtainable
– Results: team spirit, enthusiasm, optimism, goal
commitment, shared vision within the work group
 Intellectual Stimulation
• Intellectual stimulation: encourage followers’
creativity—question old assumptions, traditions
and beliefs, reframe problems
– Encourage followers to design new procedures and
programs and solve problems
– Encourage unlearning—eliminate fixation on “way
we’ve always done it”
– Insist on constant open examination of procedures,
receptivity to change
– Nothing is sacred: any procedure, policy, or operation
can be contested on the merits
 Individualized Consideration
Individualized consideration: leaders pay particular attention
to each individual’s needs for growth and achievement
– Leaders act as mentors—help followers and colleagues develop
potential and take responsibility for own development

– Create new learning opportunities in supportive climate

– Recognize and accept individual differences in needs and values

– Use two-way communication, and interact personally with
others
According to Deming, a system of quality
improvement is helpful to anyone who
turns out a product or is engaged in
service, or in research and wishes to
improve the output of the organization.
The industrial analogy that compares workers
and managers to students and teachers is
accurate and appropriate. In schools,
students are the workers and products.
Teachers and administrators are
managers.
The hierarchy looks like this:
1.Students are the workers and the
products. The difference between success
and failure of the school depends on the
quality of their work.
2.Teachers are the first level managers.
Therefore the teacher will be leader of the
class, emphasizing quality through non-
coercive management featuring student as
worker and teacher as coach, provoking
the students to learn how to learn and
thus to teach themselves.
3. Administrators are middle and upper level
management. The productivity of any school
depends mostly on the skills of those who
directly manage the workers, i.e., the
teachers. According to Deming, their success
in turn depends on how well they are
managed by the administration above them.
Therefore, any attempt at educational quality
are best centered around organizational
improvement efforts.
4. The Board of Education is the board of directors
thus responsible directly to the clients, and board
members are overseers of the administration.